This document introduces the concept of Results-Based Accountability (RBA), which has two parts: performance accountability and population accountability. Performance accountability measures how well programs, agencies, and service systems are working to impact customer results. Population accountability measures the well-being of whole populations in areas like health, education, and safety. The document defines key RBA terms and provides examples of frameworks used for population and performance accountability in different jurisdictions.
This document provides an overview of Outcome Based Accountability (OBA). It discusses that OBA has two parts: performance accountability for customer populations of programs, agencies, and service systems, and population accountability for whole communities. It defines key OBA terms like outcomes, indicators, and performance measures. Examples of population outcomes are provided for children, adults, and communities. The document also shows how population and performance accountability are linked, with population outcomes aligned to the measures of service delivery.
This document provides information about results accountability, including definitions of key terms like results, indicators, and performance measures. It discusses measuring performance at both the program/agency level and population level. Performance accountability involves answering questions about effort (how much service was delivered), quality (how well service was delivered), and effect (whether anyone is better off). A variety of examples are given to illustrate results, indicators, and performance measures across different domains like education, health care, and public safety. Guidelines are offered for choosing good indicators and developing a data development agenda. The importance of comparing performance over time and to standards, rather than other programs, is also emphasized.
This document discusses traditional budget cutting methods and an outcomes-based accountability (OBA) approach. Traditional methods include across-the-board cuts and targeting non-mandated programs with low impacts. The OBA approach involves generating options, analyzing impacts on quality of life and program performance, and deciding based on these impacts rather than political interests. Key factors in the OBA analysis include impacts on indicators of population quality of life and on performance measures of programs.
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.
This document provides an overview of Outcome Based Accountability, which has two parts: Performance Accountability for programs, agencies, and service systems; and Population Accountability for whole communities, cities, counties, states, and nations. It discusses key concepts like outcomes, indicators, and performance measures. It provides examples of how these concepts have been applied in various contexts like education, health care, and community outcomes. It also discusses best practices for choosing indicators and measuring performance over time through the use of baselines and turning curves. The overall aim is to establish a common language and framework for defining and measuring progress toward important social outcomes.
This document discusses Results Based Accountability (RBA), which has two parts: population accountability about the well-being of whole populations, and performance accountability about customer populations served by programs and agencies. It provides definitions for key RBA terms like results, indicators, and performance measures. Examples are given of RBA frameworks used in different jurisdictions to define desired outcomes in areas like education, economic development, and public safety. The status and worldwide adoption of RBA is also summarized.
This document provides an overview of Results Based Accountability (RBA), which consists of two parts: performance accountability and population accountability. Performance accountability focuses on the effectiveness of programs, agencies, and service systems in achieving results for their customer populations. Population accountability focuses on the well-being of whole populations within communities, cities, counties, states, and nations. The document defines key RBA terms and provides examples of results, indicators, and performance measures at both the population and performance levels. It also explains how population and performance accountability are linked to create alignment and appropriate responsibility across levels.
This document introduces the concept of Results-Based Accountability (RBA), which has two parts: performance accountability and population accountability. Performance accountability measures how well programs, agencies, and service systems are working to impact customer results. Population accountability measures the well-being of whole populations in areas like health, education, and safety. The document defines key RBA terms and provides examples of frameworks used for population and performance accountability in different jurisdictions.
This document provides an overview of Outcome Based Accountability (OBA). It discusses that OBA has two parts: performance accountability for customer populations of programs, agencies, and service systems, and population accountability for whole communities. It defines key OBA terms like outcomes, indicators, and performance measures. Examples of population outcomes are provided for children, adults, and communities. The document also shows how population and performance accountability are linked, with population outcomes aligned to the measures of service delivery.
This document provides information about results accountability, including definitions of key terms like results, indicators, and performance measures. It discusses measuring performance at both the program/agency level and population level. Performance accountability involves answering questions about effort (how much service was delivered), quality (how well service was delivered), and effect (whether anyone is better off). A variety of examples are given to illustrate results, indicators, and performance measures across different domains like education, health care, and public safety. Guidelines are offered for choosing good indicators and developing a data development agenda. The importance of comparing performance over time and to standards, rather than other programs, is also emphasized.
This document discusses traditional budget cutting methods and an outcomes-based accountability (OBA) approach. Traditional methods include across-the-board cuts and targeting non-mandated programs with low impacts. The OBA approach involves generating options, analyzing impacts on quality of life and program performance, and deciding based on these impacts rather than political interests. Key factors in the OBA analysis include impacts on indicators of population quality of life and on performance measures of programs.
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.
This document provides an overview of Outcome Based Accountability, which has two parts: Performance Accountability for programs, agencies, and service systems; and Population Accountability for whole communities, cities, counties, states, and nations. It discusses key concepts like outcomes, indicators, and performance measures. It provides examples of how these concepts have been applied in various contexts like education, health care, and community outcomes. It also discusses best practices for choosing indicators and measuring performance over time through the use of baselines and turning curves. The overall aim is to establish a common language and framework for defining and measuring progress toward important social outcomes.
This document discusses Results Based Accountability (RBA), which has two parts: population accountability about the well-being of whole populations, and performance accountability about customer populations served by programs and agencies. It provides definitions for key RBA terms like results, indicators, and performance measures. Examples are given of RBA frameworks used in different jurisdictions to define desired outcomes in areas like education, economic development, and public safety. The status and worldwide adoption of RBA is also summarized.
This document provides an overview of Results Based Accountability (RBA), which consists of two parts: performance accountability and population accountability. Performance accountability focuses on the effectiveness of programs, agencies, and service systems in achieving results for their customer populations. Population accountability focuses on the well-being of whole populations within communities, cities, counties, states, and nations. The document defines key RBA terms and provides examples of results, indicators, and performance measures at both the population and performance levels. It also explains how population and performance accountability are linked to create alignment and appropriate responsibility across levels.
Simcoe County - Infrastructure Table - RBA slide-deckMahendra Patel
This document provides an overview of Results-Based Accountability (RBA), which has two parts: performance accountability and population accountability. Performance accountability focuses on the well-being of populations served by programs, agencies, and service systems. Population accountability focuses on the well-being of whole populations at the community, city, and larger levels. The document outlines key RBA concepts like results, indicators, and performance measures. It also provides examples of applying RBA frameworks to measure outcomes in different domains like education, health, public safety, and the private sector.
Performance Management for Nonprofits: Simplifying and Maximizing Organizati...Community IT Innovators
Get introduced to the tools necessary to optimize your organization’s current data, enabling you to turn data into information to tell the story of the organization’s impact in a powerful way. Contact Karen Finn of Results Leadership Group and/or Katherine Mowers of Community IT Innovators to explore how you can simplify and maximize your organization's impact data.
This presentation includes:
1. An overview of Results-based Accountability and an approach for identifying impact performance measures (activity during workshop session);
2. Where to start to assess your current organizational data and business systems in light of these performance measures;
3. An introduction to a process for reviewing software and determining a system that will be most useful to the organization’s operations.
4. An overview of software options used to support performance management, demonstrate impact and help to strategically plan for improvements.
We are happy to have a conversation about where you are at - and where you want to go - with your performance management and nonprofit business systems.
Overview slides from 10/7/13 workshop held in Randolph Vermont for members of the Vermont Food Systems sector. Prepared by Benchmarks for a Better Vermont.
Achieving Measurable Collective Impact with Results-Based Accountability - Co...Clear Impact
Achieving Measurable Collective Impact with Results-Based Accountability - Common Agenda
Partners from local, state and national initiatives are working together to understand how to meet the conditions of collective impact. Organizations often seek like-minded partners in order to reach common goals. Partnerships are formed. Meetings are held. But to what end? Stakeholders are convened from numerous programs aimed at support community well-being. These partnerships often find themselves continuing to focus on the outcomes for individuals, rather than on the collective impact of aligned partners throughout the community. Over time, meeting attendance falls and partners end up falling short of measurable results. What causes these well-intentioned efforts to flounder?
This workshop series will detail how partners and stakeholders can understand and implement the five conditions of collective impact by implementing the RBA framework. Each webinar will focus on a specific condition, allowing participants to have a deeper understanding of what it takes to practically apply RBA to meet that condition. The series will also include case studies that illustrate how partner organizations can align their efforts to achieve measurable community results with sustainable change. Participants are encouraged register for the full series, as each webinar will build upon the content from previous sessions.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
This document provides an overview of Results Based Accountability (RBA), which has two parts: population accountability and performance accountability. Population accountability focuses on the well-being of whole populations, like communities, cities, or nations. Performance accountability focuses on how well programs, agencies, and service systems are working.
The document defines key RBA terms like results, indicators, and performance measures. It provides examples of population-level results and indicators for areas like children's health, education, public safety, environment, and economy. Examples of performance accountability frameworks and report cards for evaluating services and programs are also presented. Finally, the document emphasizes using a two-part approach to apply RBA, focusing on both population-level outcomes
This document discusses using a performance management system to help health departments maintain accreditation through the Public Health Accreditation Board (PHAB). It outlines three keys to an effective performance management system for reaccreditation: 1) Driving and capturing continuous improvement at every level, 2) Aggregating, engaging, and sharing data and learning across stakeholders, and 3) Linking various plans and assessments like the community health assessment, improvement plan, and department strategic plan. The document provides examples and explanations of how a performance management system can help health departments demonstrate accountability, continuous quality improvement, and advancing population health as required for PHAB reaccreditation.
The Power of ABCD and Results-Based Accountability for Greater Impact and Res...Clear Impact
Asset Based Community Development (ABCD) is a place-based framework pioneered by John McKnight and Jody Kretzmann, founders of the ABCD Institute at Northwestern University. ABCD builds on the gifts (skills, experiences, knowledge, and passions) of local residents, the power of local associations, and the supportive functions of local institutions to build more sustainable communities for the future.
This webinar is for participants interested in discovering how the frameworks of Asset-Based Community Development and Results-Based Accountability can be used together to help build stronger, safer, healthier communities and neighborhoods. You will learn how to build the relationships and accountability necessary to unlock the gifts of the residents, associations and organizations in a community. During this webinar you will hear stories of effective impact through the power of Asset-Based Community Development and Results-Based Accountability.
Webinar topics include:
Introduction to ABCD and RBA – Definitions & Principles
Examples of ABCD and RBA in action
Why place-based strategies and community engagement are critical
The roles of residents in building a stronger community
The new role of institutions – How institutions can use all their assets to build a stronger community
Tools for agencies – Leading by stepping back
Asset Mapping – Discover-Ask-Connect – From Mapping to Mobilizing
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Results-Based Accountability Professional Certification Information SessionClear Impact
With a Results-Based Accountability (RBA) Professional Certification from Clear Impact, you and your organization can
- Master the principles of RBA in a hassle-free online format,
- Expand your knowledge and skillset in performance
management,
- Become better equipped to lead data-driven initiatives
- Become more efficient at creating measurable results for your
customers and communities.
In this recorded information session and Q&A, we show you how an RBA Professional Certification can benefit you. We’ll describe the program in more detail, teach you how to get started, and answer any questions.
Achieving Measurable Collective Impact with Results-Based Accountability - Mu...Clear Impact
Partners from local, state and national initiatives are working together to understand how to meet the conditions of collective impact. Organizations often seek like-minded partners in order to reach common goals. Partnerships are formed. Meetings are held. But to what end? Stakeholders are convened from numerous programs aimed at support community well-being. These partnerships often find themselves continuing to focus on the outcomes for individuals, rather than on the collective impact of aligned partners throughout the community. Over time, meeting attendance falls and partners end up falling short of measurable results. What causes these well-intentioned efforts to flounder?
This workshop series will detail how partners and stakeholders can understand and implement the five conditions of collective impact by implementing the RBA framework. Each webinar will focus on a specific condition, allowing participants to have a deeper understanding of what it takes to practically apply RBA to meet that condition. The series will also include case studies that illustrate how partner organizations can align their efforts to achieve measurable community results with sustainable change. Participants are encouraged register for the full series, as each webinar will build upon the content from previous sessions.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Final webinar-slides-the-very-best-rba-examplesClear Impact
This document provides examples of organizations that have successfully implemented Results-Based Accountability (RBA). It summarizes implementations in Tompkins County, New York, Alameda County Public Health Department in California, the Colorado Department of Education, and United Way of Brazoria County. It also describes an RBA professional certification program.
This document provides an overview of Results Based Accountability (RBA), a framework for improving outcomes. It discusses two types of accountability: population accountability focuses on whole populations, while performance accountability focuses on client populations and service systems. RBA uses a common language of results, indicators, and performance measures. It advocates starting with desired ends or results, and provides tools like the "turn the curve" report to analyze data and partner to improve performance. The goal is to link population and performance accountability to drive better results.
The document summarizes efforts to improve outcomes for families struggling with alcohol misuse through a multi-phase project. Phase 1 involved understanding current services and identifying areas for improvement. It was found that more emphasis should be placed on prevention, early intervention, brief interventions, and holistic family support. Phase 2 developed a concept for a family service planner to better organize support services. Phase 3 will develop firm improvement plans to present options that achieve the strategic goals of reducing alcohol harm and improving health and well-being of children.
This document discusses Results-Based Accountability (RBA), which has two parts: population accountability and performance accountability. Population accountability focuses on the well-being of whole populations in geographic areas, while performance accountability focuses on customer populations served by specific programs and agencies. The document provides examples of population and performance measures, and emphasizes using a two-part approach when presenting programs that discusses both population accountability and performance accountability.
This document discusses literacy, numeracy, and health partnerships between education and other sectors. It describes a 2007-2008 study that examined cross-sectoral partnerships between literacy providers and the health sector. The study found that successful partnerships were initiated by the literacy provider, had varying degrees of integration, and flexible scheduling from the literacy provider. One case study highlighted was a partnership between Blue Mountains College TAFE and the Salvation Army to provide literacy courses for their rehabilitation program. This partnership helped improve client literacy skills and provided benefits to both organizations.
The document discusses developing a shared measurement toolkit to measure the impact of rehabilitation services on offenders' family relationships. It describes:
1) Conducting a literature review to identify key outcomes and existing toolkits, then consulting providers and commissioners to select outcomes to focus on.
2) Developing and piloting a standardized toolkit of 25 scales measuring outcomes across five areas: partner, child, wider family, parenting, and peer relationships.
3) The toolkit will be piloted with an intervention and comparison group design to allow pre- and post-measurement and comparison of results. Initial pilot feedback identified areas for refinement.
Use - Measuring Impact to Improve PerformanceSIAAssociation
The document discusses using impact measurement to drive social change. It describes how impact measurement can be used to:
1) Raise social investment by defining metrics to measure improved social outcomes that investors require for payment;
2) Improve performance of social programs by collecting daily data, conducting regular reviews, and producing dashboards to monitor outcomes and service delivery; and
3) Build an evidence base by measuring the impact of interventions on target populations in order to identify services that are effective.
This document discusses sources of confusion in measuring social impact and proposes common principles. It notes that while there are many ways to measure different social impacts, there are not many ways to decide which outcomes to measure. The document suggests key questions to answer to understand the results, including what outcomes are important to manage and the extent to which outcomes were caused by activities. It discusses stakeholder involvement in determining these questions and principles. Finally, it considers standardizing principles for social impact analysis and how that could be achieved.
This document discusses different approaches to social impact measurement and finding a middle ground. It outlines direct and indirect outcome measures, and the use of standardized tools to assess indirect outcomes. The Outcomes Star is presented as one such tool that brings objectivity to subjective assessments. The document also discusses standardized versus case-by-case approaches, experimental versus exploratory evaluation methods, and comprehensive versus pragmatic measurement. Throughout, it advocates considering the strengths and appropriate uses of differing mindsets and finding a balanced approach between extremes.
The project-level Women's Empowerment in Agriculture Index: How we are develo...CGIAR
This presentation was given by Elena Martinez (IFPRI/A4NH), as part of the Annual Gender Scientific Conference hosted by the CGIAR Collaborative Platform for Gender Research. The event took place on 25-27 September 2018 in Addis Ababa, Ethiopia, hosted by the International Livestock Research Institute (ILRI) and co-organized with KIT Royal Tropical Institute.
Read more: http://gender.cgiar.org/gender_events/annual-conference-2018/
Results-Based Accountability ™ is a performance management framework outlined by performance outcomes specialist Mark Friedman in “Trying Hard is Not Good Enough.” More than 600 of Vermont’s nonprofit and state government leaders have been trained to use RBA to answer these critical performance questions: How much are we doing? How well are we doing it? Is anyone better off? Learn how to promote the “culture of accountability” within your business, organization or coalition. Benchmarks for a Better Vermont offers this 90-minute RBA overview/refresher using examples from Vermont’s farm and food systems sector.
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Simcoe County - Infrastructure Table - RBA slide-deckMahendra Patel
This document provides an overview of Results-Based Accountability (RBA), which has two parts: performance accountability and population accountability. Performance accountability focuses on the well-being of populations served by programs, agencies, and service systems. Population accountability focuses on the well-being of whole populations at the community, city, and larger levels. The document outlines key RBA concepts like results, indicators, and performance measures. It also provides examples of applying RBA frameworks to measure outcomes in different domains like education, health, public safety, and the private sector.
Performance Management for Nonprofits: Simplifying and Maximizing Organizati...Community IT Innovators
Get introduced to the tools necessary to optimize your organization’s current data, enabling you to turn data into information to tell the story of the organization’s impact in a powerful way. Contact Karen Finn of Results Leadership Group and/or Katherine Mowers of Community IT Innovators to explore how you can simplify and maximize your organization's impact data.
This presentation includes:
1. An overview of Results-based Accountability and an approach for identifying impact performance measures (activity during workshop session);
2. Where to start to assess your current organizational data and business systems in light of these performance measures;
3. An introduction to a process for reviewing software and determining a system that will be most useful to the organization’s operations.
4. An overview of software options used to support performance management, demonstrate impact and help to strategically plan for improvements.
We are happy to have a conversation about where you are at - and where you want to go - with your performance management and nonprofit business systems.
Overview slides from 10/7/13 workshop held in Randolph Vermont for members of the Vermont Food Systems sector. Prepared by Benchmarks for a Better Vermont.
Achieving Measurable Collective Impact with Results-Based Accountability - Co...Clear Impact
Achieving Measurable Collective Impact with Results-Based Accountability - Common Agenda
Partners from local, state and national initiatives are working together to understand how to meet the conditions of collective impact. Organizations often seek like-minded partners in order to reach common goals. Partnerships are formed. Meetings are held. But to what end? Stakeholders are convened from numerous programs aimed at support community well-being. These partnerships often find themselves continuing to focus on the outcomes for individuals, rather than on the collective impact of aligned partners throughout the community. Over time, meeting attendance falls and partners end up falling short of measurable results. What causes these well-intentioned efforts to flounder?
This workshop series will detail how partners and stakeholders can understand and implement the five conditions of collective impact by implementing the RBA framework. Each webinar will focus on a specific condition, allowing participants to have a deeper understanding of what it takes to practically apply RBA to meet that condition. The series will also include case studies that illustrate how partner organizations can align their efforts to achieve measurable community results with sustainable change. Participants are encouraged register for the full series, as each webinar will build upon the content from previous sessions.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
This document provides an overview of Results Based Accountability (RBA), which has two parts: population accountability and performance accountability. Population accountability focuses on the well-being of whole populations, like communities, cities, or nations. Performance accountability focuses on how well programs, agencies, and service systems are working.
The document defines key RBA terms like results, indicators, and performance measures. It provides examples of population-level results and indicators for areas like children's health, education, public safety, environment, and economy. Examples of performance accountability frameworks and report cards for evaluating services and programs are also presented. Finally, the document emphasizes using a two-part approach to apply RBA, focusing on both population-level outcomes
This document discusses using a performance management system to help health departments maintain accreditation through the Public Health Accreditation Board (PHAB). It outlines three keys to an effective performance management system for reaccreditation: 1) Driving and capturing continuous improvement at every level, 2) Aggregating, engaging, and sharing data and learning across stakeholders, and 3) Linking various plans and assessments like the community health assessment, improvement plan, and department strategic plan. The document provides examples and explanations of how a performance management system can help health departments demonstrate accountability, continuous quality improvement, and advancing population health as required for PHAB reaccreditation.
The Power of ABCD and Results-Based Accountability for Greater Impact and Res...Clear Impact
Asset Based Community Development (ABCD) is a place-based framework pioneered by John McKnight and Jody Kretzmann, founders of the ABCD Institute at Northwestern University. ABCD builds on the gifts (skills, experiences, knowledge, and passions) of local residents, the power of local associations, and the supportive functions of local institutions to build more sustainable communities for the future.
This webinar is for participants interested in discovering how the frameworks of Asset-Based Community Development and Results-Based Accountability can be used together to help build stronger, safer, healthier communities and neighborhoods. You will learn how to build the relationships and accountability necessary to unlock the gifts of the residents, associations and organizations in a community. During this webinar you will hear stories of effective impact through the power of Asset-Based Community Development and Results-Based Accountability.
Webinar topics include:
Introduction to ABCD and RBA – Definitions & Principles
Examples of ABCD and RBA in action
Why place-based strategies and community engagement are critical
The roles of residents in building a stronger community
The new role of institutions – How institutions can use all their assets to build a stronger community
Tools for agencies – Leading by stepping back
Asset Mapping – Discover-Ask-Connect – From Mapping to Mobilizing
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Results-Based Accountability Professional Certification Information SessionClear Impact
With a Results-Based Accountability (RBA) Professional Certification from Clear Impact, you and your organization can
- Master the principles of RBA in a hassle-free online format,
- Expand your knowledge and skillset in performance
management,
- Become better equipped to lead data-driven initiatives
- Become more efficient at creating measurable results for your
customers and communities.
In this recorded information session and Q&A, we show you how an RBA Professional Certification can benefit you. We’ll describe the program in more detail, teach you how to get started, and answer any questions.
Achieving Measurable Collective Impact with Results-Based Accountability - Mu...Clear Impact
Partners from local, state and national initiatives are working together to understand how to meet the conditions of collective impact. Organizations often seek like-minded partners in order to reach common goals. Partnerships are formed. Meetings are held. But to what end? Stakeholders are convened from numerous programs aimed at support community well-being. These partnerships often find themselves continuing to focus on the outcomes for individuals, rather than on the collective impact of aligned partners throughout the community. Over time, meeting attendance falls and partners end up falling short of measurable results. What causes these well-intentioned efforts to flounder?
This workshop series will detail how partners and stakeholders can understand and implement the five conditions of collective impact by implementing the RBA framework. Each webinar will focus on a specific condition, allowing participants to have a deeper understanding of what it takes to practically apply RBA to meet that condition. The series will also include case studies that illustrate how partner organizations can align their efforts to achieve measurable community results with sustainable change. Participants are encouraged register for the full series, as each webinar will build upon the content from previous sessions.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Final webinar-slides-the-very-best-rba-examplesClear Impact
This document provides examples of organizations that have successfully implemented Results-Based Accountability (RBA). It summarizes implementations in Tompkins County, New York, Alameda County Public Health Department in California, the Colorado Department of Education, and United Way of Brazoria County. It also describes an RBA professional certification program.
This document provides an overview of Results Based Accountability (RBA), a framework for improving outcomes. It discusses two types of accountability: population accountability focuses on whole populations, while performance accountability focuses on client populations and service systems. RBA uses a common language of results, indicators, and performance measures. It advocates starting with desired ends or results, and provides tools like the "turn the curve" report to analyze data and partner to improve performance. The goal is to link population and performance accountability to drive better results.
The document summarizes efforts to improve outcomes for families struggling with alcohol misuse through a multi-phase project. Phase 1 involved understanding current services and identifying areas for improvement. It was found that more emphasis should be placed on prevention, early intervention, brief interventions, and holistic family support. Phase 2 developed a concept for a family service planner to better organize support services. Phase 3 will develop firm improvement plans to present options that achieve the strategic goals of reducing alcohol harm and improving health and well-being of children.
This document discusses Results-Based Accountability (RBA), which has two parts: population accountability and performance accountability. Population accountability focuses on the well-being of whole populations in geographic areas, while performance accountability focuses on customer populations served by specific programs and agencies. The document provides examples of population and performance measures, and emphasizes using a two-part approach when presenting programs that discusses both population accountability and performance accountability.
This document discusses literacy, numeracy, and health partnerships between education and other sectors. It describes a 2007-2008 study that examined cross-sectoral partnerships between literacy providers and the health sector. The study found that successful partnerships were initiated by the literacy provider, had varying degrees of integration, and flexible scheduling from the literacy provider. One case study highlighted was a partnership between Blue Mountains College TAFE and the Salvation Army to provide literacy courses for their rehabilitation program. This partnership helped improve client literacy skills and provided benefits to both organizations.
The document discusses developing a shared measurement toolkit to measure the impact of rehabilitation services on offenders' family relationships. It describes:
1) Conducting a literature review to identify key outcomes and existing toolkits, then consulting providers and commissioners to select outcomes to focus on.
2) Developing and piloting a standardized toolkit of 25 scales measuring outcomes across five areas: partner, child, wider family, parenting, and peer relationships.
3) The toolkit will be piloted with an intervention and comparison group design to allow pre- and post-measurement and comparison of results. Initial pilot feedback identified areas for refinement.
Use - Measuring Impact to Improve PerformanceSIAAssociation
The document discusses using impact measurement to drive social change. It describes how impact measurement can be used to:
1) Raise social investment by defining metrics to measure improved social outcomes that investors require for payment;
2) Improve performance of social programs by collecting daily data, conducting regular reviews, and producing dashboards to monitor outcomes and service delivery; and
3) Build an evidence base by measuring the impact of interventions on target populations in order to identify services that are effective.
This document discusses sources of confusion in measuring social impact and proposes common principles. It notes that while there are many ways to measure different social impacts, there are not many ways to decide which outcomes to measure. The document suggests key questions to answer to understand the results, including what outcomes are important to manage and the extent to which outcomes were caused by activities. It discusses stakeholder involvement in determining these questions and principles. Finally, it considers standardizing principles for social impact analysis and how that could be achieved.
This document discusses different approaches to social impact measurement and finding a middle ground. It outlines direct and indirect outcome measures, and the use of standardized tools to assess indirect outcomes. The Outcomes Star is presented as one such tool that brings objectivity to subjective assessments. The document also discusses standardized versus case-by-case approaches, experimental versus exploratory evaluation methods, and comprehensive versus pragmatic measurement. Throughout, it advocates considering the strengths and appropriate uses of differing mindsets and finding a balanced approach between extremes.
The project-level Women's Empowerment in Agriculture Index: How we are develo...CGIAR
This presentation was given by Elena Martinez (IFPRI/A4NH), as part of the Annual Gender Scientific Conference hosted by the CGIAR Collaborative Platform for Gender Research. The event took place on 25-27 September 2018 in Addis Ababa, Ethiopia, hosted by the International Livestock Research Institute (ILRI) and co-organized with KIT Royal Tropical Institute.
Read more: http://gender.cgiar.org/gender_events/annual-conference-2018/
Results-Based Accountability ™ is a performance management framework outlined by performance outcomes specialist Mark Friedman in “Trying Hard is Not Good Enough.” More than 600 of Vermont’s nonprofit and state government leaders have been trained to use RBA to answer these critical performance questions: How much are we doing? How well are we doing it? Is anyone better off? Learn how to promote the “culture of accountability” within your business, organization or coalition. Benchmarks for a Better Vermont offers this 90-minute RBA overview/refresher using examples from Vermont’s farm and food systems sector.
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Monitoring and evaluation to improve fundraising bidsNatalie Blackburn
This document discusses monitoring and evaluation (MEL) and its importance for improving fundraising bids and project quality. It notes that while transformational programs are hard to measure, demonstrating results is increasingly demanded by donors and the public to ensure accountability and value for money. Examples show funders requesting evidence of a project's impact, like increased school attendance or health outcomes. The document outlines Oxfam's MEL processes, from setting measurable objectives and collecting data to using evaluations and reviews to improve decision-making. It acknowledges challenges like balancing learning and accountability when resources are limited but argues that MEL is essential for good management, communication, and organizational reputation.
The document introduces SchoolDude KPIs, which are key performance indicators that allow schools to measure their performance across various operational areas compared to peer institutions. It provides over 50 KPIs across areas like maintenance, technology, energy use, and transportation. Schools can use KPIs to set standards, measure progress over time, and identify areas for improvement by seeing how their metrics compare to national averages. The document explains how KPIs are calculated using actual operational data from SchoolDude's database of over 6,000 school clients, and how schools can gain insights from KPIs to justify needs and resources.
The document discusses the Global Reporting Initiative (GRI) and its work on sustainability reporting standards for employee well-being. GRI is an independent international organization that provides sustainability reporting standards to increase transparency on economic, environmental, and social impacts. It is revising its labor standards to include more information on employee well-being, drawing from international guidelines. The revision will address topics like working conditions, training, satisfaction, and work-life balance to help organizations report on their impacts and increase accountability to employees and other stakeholders.
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This document discusses monitoring and evaluation (M&E) practices at Room to Read. It begins with an overview of M&E and how it differs from evaluation. It then discusses indicators, data collection, and the M&E framework. Global and country-specific indicators for different programs like Reading Rooms and the Girls' Education Program are presented. The roles of the Global Solutions Database and ensuring data quality are also covered.
This document provides an overview of monitoring and evaluation (M&E) processes at Room to Read. It discusses key M&E concepts like indicators, data collection, and the Global Solutions Database. It also outlines Room to Read's approach to M&E, including defining goals and objectives, collecting and analyzing global and country-specific indicators, ensuring data quality, and using M&E data to track progress and improve programs. Examples of indicators for different Room to Read programs like reading rooms and girls' education are also presented.
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Similar to Results-Based Accountability (RBA) 101 - Syndey 2014 Conference (20)
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1. FPSI/RLG 1
The Five W’s and How of
Results-Based Accountability™
Social Outcomes
Measurement Conference
Sydney, AU
Adam Luecking
Results Leadership Group
www.resultsleadership.org
MEASURABLE RESULTS
FOR CLIENTS AND COMMUNITIES
2. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Agenda
• Results-Based Accountability:
Who, what, when, where, why &
how?
• Questions and Answers
3. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Why RBA
To implement the 5 conditions of Collective Impact
• Common language
• Shared measurement systems
• Mutually reinforcing activities
• Continuous communication
• Backbone support organization
4. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Why RBA
To create Measurable Impact
Measurable
Impact
aka
Turning the
Curve
5. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Why RBA
To know you are making a difference
6. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Why RBA
To bring precision to your passion
How much did we do?How well did we do it?Is anyone better off?
13. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
How RBA?
•Introduction to core concepts
•Population Accountability
•Performance Accountability
•Turn the Curve Thinking
•Tie it all Together
14. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Two Key Principles for
Achieving Measurable
Impact
1. Starting with ends, working
backwards to means
2. Data-driven,
transparent Decision Making
15. MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
2 -- Kinds of 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)
• Population accountability • Performance accountability
RBA in a Nutshell
2-3-7
16. FPSI/RLG 16
Results-Based
Accountability
is made up of two parts:
about the well-being of
CLIENT POPULATIONS
about the well-being of
WHOLE POPULATIONS
Population Accountability
Performance Accountability
For Communities – Cities – Counties – States - Nations
For Programs – Agencies – and Service Systems
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
17. FPSI/RLG 17
DEFINITIONDEFINITION
SS RESULTRESULT
INDICATORINDICATOR
PERFORMANCE MEASUREPERFORMANCE MEASURE
Children succeeding in school, Safe communities,
Clean environment
Rate of high school graduation, Crime rate, Air quality
index
1. How much did we do?1. How much did we do?
2. How well did we do it?2. How well did we do it?
3. Is anyone better off?3. Is anyone better off?
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.
POPULATIONPOPULATION
ACCOUNTABILITYACCOUNTABILITY
PERFORMANCEPERFORMANCE
ACCOUNTABILITYACCOUNTABILITY
Three types:Three types:
Language
Discipline[ ]
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
18. FPSI/RLG 18
Why Distinguish Population from
Performance Accountability?
ENDS
MEANS
RESULT
&
INDICATORS
A STRATEGY
&
PERFORMANCE MEASURES
Customer
result
Service
delivery
A question
of
versus
Ends
Means
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
19. FPSI/RLG 19
Interagency
System
Program A
Comprehensive Strategy/Partners
Agency/Program
Performance Measures
Interagency Service System
Performance Measures
ENDMEANS
Indicator
Children Live in Safe
And Stable Homes
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
1. Doing the
right things?
1. Doing the
right things?
2. Doing those things right?2. Doing those things right?
22. Populations?
• All people in Sydney
• All Australians
• All children prenatal to 5 years old
• People with developmental disabilities
• People that enjoy water sports
FPSI/RLG 22
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
23. Geographic Area?
• Australia
• New South Wales
• Sydney
• Glebe
FPSI/RLG 23
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
24. Conditions of
Well Being?
• Healthy
• Safe
• Living with Dignity
• Economically Secure
• Succeeding in School
FPSI/RLG 24
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
26. FPSI/RLG 26
Criteria for
Selecting Indicators
Communication Power
Proxy Power
Data Power
Does the indicator communicate to a broad range of audiences?
Does the indicator say something of central importance about the result?
Does the indicator bring along the data HERD?
Quality data available on a timely basis.
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
30. FPSI/RLG 30
How
much did
we do?
The Three Kinds of Program Performance Measures
How well
did we do
it?
Is anyone
better off?
Quantity QualityEffectEffort
# %
RBA Guide
Page 7
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
31. FPSI/RLG 31
Selecting Headline Performance Measures
How much did we do?
# Clients/customers served
# Activities
(by type of activity)
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
32. FPSI/RLG 32
Selecting Headline Performance Measures
How much did we do?How well did we do it?
% Common measures
e.g. workload ratio, staff
turnover rate, % staff fully
trained, unit cost
% Activity-specific measures
e.g. % timely intakes, %
accreditation standards met
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
33. RLG 33
Selecting Headline Performance Measures
How well did we do it?
Is anyone better off?
#/% Skills / Knowledge
(e.g. cognitive, social, physical)
#/% Attitude
(e.g. toward language, parenting)
#/% Behavior
(e.g. reading to child at home)
#/% Circumstances
(e.g. child care, transportation)
How much did we do?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
34. FPSI/RLG 34
How much did we do?
Health Plan or Practice
How well did we do it?
Is anyone better off?
Number of
patients
treated
Percent of
patients treated
in less than
1 hour
Quantity Quality
EffectEffort
#
children
fully
immunized
%
children
fully
immunized
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
35. FPSI/RLG 35
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
EffectEffort
Number of
students
Student-teacher
ratio
Number of
high school
graduates
Percent of
high school
graduates
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
36. FPSI/RLG 36
How much did we do?
Fire Department
How well did we do it?
Is anyone better off?
Number of
responses
Response
Time
Number of fire
related deaths
(in catchment)
Rate of
fire deaths
per 100,000
Quantity Quality
EffectEffort
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
37. FPSI/RLG 37
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 QualityEffectEffort
2nd
Most
Important
3rd
Most
Important
Most
Important
Least
Most
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
38. How much did we
do?
The Matter of Control
How well did we do
it?
Is anyone better off?
Quantity Quality
EffectEffort
LeastControl
PARTNERSHIPS
MostControl
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
40. FPSI/RLG 40
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Strategy (w/ Budget)
Result or Program:
Data
Baseline
How are
we doing?
Why?
Help?
Options?
Propose
to do?
Turn-the-Curve Thinking™: Talk to Action
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
41. FPSI/RLG 41
Result or Program:____________
Turn-the-Curve Thinking™ Talk to Action
Data Baseline
How are
we doing?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
42. FPSI/RLG 42
The Matter of Baselines
Baselines have two parts: history and forecast
History Forecast
Turning the Curve
OK?
Return* on
Investment
* The “ROI” is not financial, it is Results
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
43. FPSI/RLG 43
Data
Baseline
Result or Program:_____________
Turn-the-Curve Thinking™: Talk to Action
Story behind the baseline Research AgendaWhy?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
44. FPSI/RLG 44
Force Field Analysis
Factors Contributing?
Factors Restricting?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
45. FPSI/RLG 45
The Story Behind the Baseline
Root Causes (ask “Why?” five
times)
Positive and negative
Prioritize – which are the most
important to address to “turn the
curve” of the baseline?
Research agenda?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
46. FPSI/RLG 46
Data
Baseline
Story behind the baseline
Result or Program:_____________
Research Agenda
Turn-the-Curve Thinking™ Talk to Action
Partners (with a role to play in turning the curve)Help?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
47. FPSI/RLG 47
Partners
Who are partners who may have
a role to play in turning the
curve?
Does the story behind the curve
suggest any new partners?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
48. FPSI/RLG 48
Data Baseline
Story behind the baseline
Partners (with a role to play in turning the curve)
Result or Program:______________
Research Agenda
Turn-the-Curve Thinking™: Talk to Action
What Works Research AgendaOptions?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
49. FPSI/RLG 49
What Works
Options for actions to “turn the
curve”?
Research-based?
Low-cost/no-cost?
Off-the-wall ideas?
Research agenda?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
50. FPSI/RLG 50
Data Baseline
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Result or Program: _______________
Research Agenda
Research Agenda
Turn-the-Curve Thinking™: Talk to Action
Criteria: Leverage; Feasible; Specific; Values
Strategy
Propose
to do?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
51. FPSI/RLG 51
Action Plan
Leverage: will turn the curve of the
baseline?
Feasible (a.k.a. “reach”)?
Specific: who, what, when, where, how?
Consistent with values?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
53. Results and
Indicators
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
Service Systems,
Agencies, Divisions,
Programs and
Performance
Measures
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
54. FPSI/RLG 54
State,
Region, City,
Neighborhood …
E.g., Interagency
Collaboration
Agency
Population
Accountability
Performance
Accountability
Performance
Accountability
Organization
with
“System”
with
Community with a
its clients
its clients
whole population
Population and Performance Accountability: Agency
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
55. A Schematic for Results-Based
Budgeting and Grant Making
RLG/FPSI 55
1.Community Result
2.Indicators
3.Story Behind the Baselines
4.Strategy
Programs
Program A
Program B
Program C
Local __________
Federal __________
Businesses _________
Civic __________
Non-profits _________
Program A
Performance Measures
Story Behind the
Baselines
• Action Plan & Budget
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
56. Management, Budgeting & Strategic Planning
Management
Monthly or quarterly
performance
assessment and action
planning using the
framework./steps.
Use framework / steps
at all levels of
implementation in
the agency.
RLG/FPSI 56
Budgeting
Use the Performance
Report format for
budget hearings and
budget submissions to
present current
performance and what
will be done next year to
improve.
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.
PopulationAccountability
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
57. Management, Budgeting & Strategic Planning
Management
Monthly or quarterly
performance
assessment and
action planning using
the
framework./steps.
Use framework /
steps at all levels of
implementation in
the agency.
RLG/FPSI 57
Budgeting
Use the Performance
Report format for
budget hearings and
budget submissions to
present current
performance and what
will be done next year to
improve.
Budget priorities
informed by the
Strategic Plan
Strategic
Planning
Population Level Results &
Indicators, comprehensive
strategy among all
stakeholders
Agency Level
Agency’s role in
comprehensive strategy.
Agency’s multi-year
priorities.
Program
Accountability
Program
Accountability
Program
Accountability
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
58. FPSI/RLG 58
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
As you move from the least important measures to the most important measures, you go from having the most control to having the least control. And this is another reason why people spend their whole lives in the upper left quadrant. Fear. It can be scary to look at the data in the lower right quadrant. But ask people why they went into their profession and the answers all lie in the lower right, in the ways in which we try to make our customer’s lives better.