Post on 26-Dec-2015
MAKING AN IMPACT THROUGH RESULTS-BASED ACCOUNTABILITY
Institute for Youth, Education and Families
March 21, 2013
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Join the conversation: #GetResults
Today’s Speakers
Chris KingsleySenior Associate for Data initiatives
@emersonkingsley
Adam LueckingChief Executive OfficerResults Leadership Group
Erica BromleyDirector of Youth ServicesTown of Manchester, Conn.
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Two Key Principles for Achieving Measurable Community Results
1. Starting with ends, working backwards to means
2. Data-driven, transparent Decision Making
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
RBA in a Nutshell2 – 3 – 7
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
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
DefinitionsP
OP
UL
AT
ION
A
CC
OU
NTA
BIL
ITY
PE
RF
OR
MA
NC
E
AC
CO
UN
TAB
ILIT
Y
ResultA condition of well-being for children, adults, families or communities.
Children succeeding in school, Safe communities, Clean environment
1. How much did we do? 2. How well did we do it? 3. Is anyone better off?
Three types:
(Language Discipline)
INDICATORA measure which helps quantify the achievement of a result.
Rate of high school graduation, Crime rate, Air quality index
PERFORMANCE MEASUREA measure of how well a program, agency or service system is working.
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
1.Result Area2.Indicators3.Story Behind the
Baselines4.City Strategy
• Funded Programs Agency A Agency B
Agency C • Local __________• Federal __________• Businesses _________• Civic __________• Non-profits _________
Schematic for Connecting Grant/Budget Submissions with Community Results
Program A
Performance Measure
Story Behind the Baselines
Action Plan & Budget
Budget/Grant Proposal
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES 7
Funded Programs
ProgramA
Comprehensive Strategy/Partners
Agency/ProgramPerformance Measures
SystemPerformance Measures
EN
DM
EA
NS
Indicator
All Children are Reading on Grade Level
1. Doing the right things?
1. Doing the right things?
2. Doing those things right?2. Doing those things right?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Strategy (w/ Budget)
Result or Program:
DataBaseline
How are we doing?
Why?
Help?
Options?
Propose to do?
Turn-the-Curve Thinking™: Talk to Action
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Strategic PlanningPopulation Level Results & Indicators, comprehensive strategy among and all stakeholders
Agency Level
Each department’s role in comprehensive strategy.
Agency’s multi-year priorities.
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
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
Population Accountability
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Strategic PlanningPopulation Level Results & Indicators, comprehensive strategy among and all stakeholders
Agency Level
Each department’s role in comprehensive strategy.
Agency’s multi-year priorities.
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.
10
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
Prog
ram
Acc
ount
abili
ty
Program
Accountability
Program
Accountability
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Agency/Division/ProgramAGENDA
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
Mark Friedman, Founder of the Fiscal Policy Studies Institute and author of: Trying Hard Is Not Good Enough (Trafford, 2005) www.resultsaccountability.com; www.raguide.org
2. Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (Doubleday 1990); Fifth Discipline Fieldbook (Doubleday)
3. Doug Krug and Ed Oakley, Leadership Made Simple (Enlightened Leadership Publications, ) and Enlightened Leadership: Getting to the Heart of Change (Simon and Schuster Canada, 1994)
4. Roger Fisher and William Ury, Getting to Yes (Penguin, 1981, 1991; Random House Business Books, 2003)
AcknowledgementPortions of these materials draw upon the work of:
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Additional Readings on Accountability and Leadership
Rethinking Democratic Accountability, Robert D. Behn (Brookings, 2001)
Leadership on the Line: Staying Alive through the Dangers of Leading, Ronald A. Heifetz and Marty Linsky (Harvard Business School Press, 2002)
Common Purpose: Strengthening Families and Neighborhoods to Rebuild America, Lisbeth B. Schorr (Doubleday, 1997)
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Join the conversation: #GetResults
Today’s Speakers
Chris KingsleySenior Associate for Data initiatives
@emersonkingsley
Adam LueckingChief Executive OfficerResults Leadership Group
Erica BromleyDirector of Youth ServicesTown of Manchester, Conn.
Results-Based Accountability in the
Municipal Sector
How it works in Manchester, CT……
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Why RBA?
• Increased accountability• Allows us to look at data on multiple
levels• Better results…gives us the ability to
track progress and outcomes • The focus is on EFFECTIVENESS
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Why RBA?
• Focuses on whole populations AND on program performance
• Targets spending to programs that work
• Helps us to jointly turn the curve in under-performing systems and manage how we are doing
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• Many other models are not fluid• Goals and objectives are often not
measured by their impact• Many are not linked to shared
accountability• Some models just show how something
is “supposed” to work, not if it really does work!
Why not something else?
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• Get buy-in first:– You need to have a champion, a partner;
someone people will listen to– Explain the most important concepts – Don’t overwhelm your stakeholders with
too much technical RBA talk
How can it work in a city or town?
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• Take it one step at a time• Start where the group is: you don’t need to start from page one
What is important to remember?
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RBA Initiatives in Manchester
• Currently, there are 4 active RBA-based plans in this small city:– Youth Service Bureau Plan– Early Childhood Community Plan– Manchester Agencies, Police and
Schools Collaborative (MAPS)– Coalition to Connect Youth
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How do we work together?
• All the plans have their own Results Statements; each is connected in some way and works towards collective impact for our children and youth– Manchester YSB: “All Manchester children and youth will
become resilient, empowered, productive, and engaged citizens”
– Manchester Early Childhood Community Plan: “All Manchester children birth through eight develop fully and are successful in school”
– Coalition to Connect Youth: “All Manchester youth ages 16-24 will thrive through positive connections, successfully transition to adulthood, and become productive members of their community”
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Piecing all the work together…..• Manchester is one of 169 towns in
CT, each with their own local government
• Communities are beginning to understand and accept the critical role of RBA
• State’s Legislature has adopted RBA; Legislative Children’s Committee has created a Children’s Report Card
• All of us play a role in impacting the lives of CT’s children: agencies & programs
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Connecticut General Assembly Select Committee On Children
RESULTS STATEMENT: All Connecticut children grow up
in stable environments, safe, healthy and ready to succeed
CT KIDS Report Card
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CT KIDS Report Card: 4 Domains
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CT KIDS REPORT
CARD
STATE AGENCY
INITIATIVES
COMMUNITY and
MUNICIPAL INITIATIVES
“Stable”
“Future Success”
“Safe”
“Healthy”
Achieving Impact Together
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• Manchester “MAPS Collaborative” is taking a much less formal approach:
– Data was used to identify negative trend the rate of school-based arrests; discovering this data led to action
– Now, after implementation of this initiative, data is being used to track which students are “better off”
Are the “all created equal?” NOPE!
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What happened?
• December 2010: Manchester High School listed among worst five schools in CT, arrests / student population
• Formal agreement was created with key stakeholders
• Existing data was analyzed• Multiple agencies came to the table
for a collaborative effort, joint-implementation.
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MAPS Collaborative convened February 2011
05
101520253035404550
Sept Oct Nov Dec Jan Feb Mar April May June
2010-11arrests2011-12arrests2012-13arrests
2010-11 arrests 16 14 14 38 2 9 18 21 5 1
2011-12 arrests 3 2 2 2 3 7 5 3 2 1
2012-13 arrests 3 6 4 8 4 2
Sept Oct Nov Dec Jan Feb Mar April May June
Manchester is TURNING THE CURVE
www.nlc.org
Full implementation began September 2011
05
101520253035404550
Sept Oct Nov Dec Jan Feb Mar April May June
2010-11arrests2011-12arrests2012-13arrests
2010-11 arrests 16 14 14 38 2 9 18 21 5 1
2011-12 arrests 3 2 2 2 3 7 5 3 2 1
2012-13 arrests 3 6 4 8 4 2
Sept Oct Nov Dec Jan Feb Mar April May June
Manchester is TURNING THE CURVE
www.nlc.org
Presently creating new “better off” measures to evaluate specific interventions; measures that impact The CT Children’s Report Card as well as our local plans. 0
5101520253035404550
Sept Oct Nov Dec Jan Feb Mar April May June
2010-11arrests2011-12arrests2012-13arrests
2010-11 arrests 16 14 14 38 2 9 18 21 5 1
2011-12 arrests 3 2 2 2 3 7 5 3 2 1
2012-13 arrests 3 6 4 8 4 2
Sept Oct Nov Dec Jan Feb Mar April May June
Manchester is TURNING THE CURVE
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Obstacles
Difficulty integrating multiple plans and limiting the “silo” effect
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• Working together, yet separately…• Same stakeholders at multiple tables• How do we make sure we are
working towards collective impact?
Concerns
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Don’t let fear of RBA and the unknown keep you from turning talk into action!
Don’t be scared!
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What about the data?
• It’s okay if you don’t have all the data– Look at what you have and keep track of
what you want
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What about the data?
• Use “enlightened ignorance” to get the data we need– We don’t know what we don’t know– Keep asking until we get answers that
make sense
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What about the data?
• Focus on data that will tell us how kids are doing and whether anyone is better off– Data for the sake of data is interesting
but... stay on track and get what we can use
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What we are learning…• RBA is simple but not easy• State and local agencies can play a role in helping us understand:
– How our kids are doing– What works to get desired results– What we can do better
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TIME TO GET MOVING!
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Great Ideas
Nothing will ever be
attempted if all
possible objections
must first be overcome
Samuel Johnson
1709 – 1784, British Author
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Join the conversation: #GetResults
Q&A
Chris KingsleySenior Associate for Data initiatives
@emersonkingsley
Adam LueckingChief Executive OfficerResults Leadership Group
Erica BromleyDirector of Youth ServicesTown of Manchester, Conn.
www.nlc.org
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