Achieving Measurable Collective Impact with Results-Based Accountability - Shared Measurement...

FPSI/RLG 1

Deitre Epps, Partner Results Leadership Group www.resultsleadership.org

MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES

FPSI/RLG 2 MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES

Your Shared Experiences

• During the last webinar, we invited you to join in the webinar conversation by sharing your experiences with community partnership and other collective impact initiatives.

• Does your community partnership have a clear results statement that aligns multi-sector partners?

• Does your community have a comprehensive community action plan that includes the role and strategies of multiple partners?

Today’s Objectives

By the end of the webinar, participants will:

  Deepen their understanding of Results Based Accountability (RBA) and its

application to the conditions of Collective Impact

  Understand how RBA can be applied for planning and implementing

mutually reinforcing activities

•  Identifying the role of various partner in population level change

•  Community Residents Engagement in Culturally Appropriate Activities

  Understand how they can join in the development of a Community of

Practice for shared learning for Achieving Measurable Collective Impact

with RBA

Today’s Objectives Sharing My Experiences:

  Community Leader

  Results Based Facilitator

  Executive Coach (community / organization leaders)

  Human Services Administrator / Consultant

  Program Evaluator

Learning About our Shared Experiences:

  All Webinar Poll Participants – Australia, Canada, New Zealand,

South Africa, United Kingdom, United States of America

Developing*a*Community*of*Prac5ce*

*for*RBA*and*Collec5ve*Impact*


Five Conditions of Collective Impact   A Common Agenda

  Shared measurement

  Mutually reinforcing activities

  Continuous communication

  A backbone support organization

1. Starting with ends, working backwards to means

2. Data-driven, transparent decision making

1. Affirm an explicit result statement to express the desired condition of well-being for your community partnership’s work together

2. Co-develop a comprehensive action plan with community-wide strategies and partners to implement the plan

1. Distinguish between population measures (indicators) and performance measures

2. Continuous improvement at all levels: population, service system, organization and program

Mutually Reinforcing Activities What are they?

  Mutually Reinforcing Activities

Coordinating collective efforts to

maximize the end result

-Collective Impact Forum

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Story behind the baseline

Partners (with a role to play in turning the curve)

What Works

Comprehensive Community Action Plan (with Budget)

Result: All Maryland Children Enter Kindergarten Ready to Learn

Indicator Baseline

How are we doing?

Why?

Help?

Options?

Propose to do?

Turn-the-Curve Thinking™: Talk to Action


1. Strategies and partners are clearly indentified to address multiple factors of the story behind the data

2. Leaders work collaboratively to align their actions to maximize client impact

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Result: All Maryland Children Enter Kindergarten Ready to Learn

Mutually Reinforcing Activities/ Multi-sector partners

Program Performance Measures (baselines)

END

M

EAN

S

Client outcomes END

Population Accountability

Performance Accountability

1.  Doing the right things?

2. Doing those things right?


%

Building(a(Movement(with((Results4based(Accountability((((

Annie*E.*Casey*Founda5on*–*Leadership*in*Ac5on*Program*(2002E2008)*

•  Maryland(Leadership(in(Ac<on(Program((school(readiness)(=>(

•  Bal<more(Leadership(in(Ac<on(Program((school(readiness)=>(

•  Babies(Born(Healthy(Leadership(in(Ac<on(Program((healthy(babies)(

B’More**for*Healthy*Babies*(2009E2012)**–*Bal<more(City(Health(Department(in(

partnership(with(CareFirst(BlueCross(BlueShield(and(The(Family(League(of(

Bal<more(City,(Inc.(and(community(partners(including(Bal<more(Medical(System(

and(University(of(Maryland(Medical(System(Founda<on((

•  Achieving)School)Readiness:)A)Five)Year)Ac5on)Agenda)(2002)))

•  Bal5more’s)Five)Year)Ac5on)Plan)Towards)Achieving)School)Readiness)(2005))

•  The)Strategy)to)Improve)Birth)Outcomes)in)Bal5more)City))(2009))

hIp://www.healthybabiesbal5more.com/uploads/file/pdfs/SIBO%20Strategy%202009.pdf)


Action Plan Examples: Mutually Reinforcing Activities


Maryland Early Care and Education Committee

Achieving School Readiness: A 5-Year Action Agenda for Maryland (2002)

Maryland*Early*Care*and*Educa5on*CommiNee*

*FiveEYear*Ac5on*Agenda***

For*Achieving*School*Readiness*(2002)*


Result:*All(children,(birth(through(age(five,(will(have(access(to(quality(to(early(care(

and(educa<on(programs(that(meet(the(needs(of(families,(including(full4day(op<ons.(

Result:*Parents(of(young(children(will(succeed(in(their(role(as(their(child’s(first(

teacher.(((

Result:*Children,*birth*through*age*five,*and*their*families*will*receive*the*necessary*income*

support*benefits*and*health*and*mental*health*care*to*ensure*they*arrive*at*school*with*

health*minds*and*bodies(

Result:*All(early(care(and(educa<on(staff(will(be(appropriately(trained(in(promo<ng(

and(understanding(school(readiness(readiness.((

Maryland*Early*Care*and*Educa5on*CommiNee*




Result:*All(Maryland(ci<zens(will(understand(the(value(of(quality(early(care(and(educa<on(as(the(means(to(achieve(school(readiness.((

.(

Result:*Maryland*will*have*an*infrastructure*that*sufficiently*funds,*and*holds*

accountable*its*school*readiness*efforts.*(

The(Maryland(Early(Care(and(Educa<on(CommiSee(was(convened(by(the(Sub4

cabinet(for(Children,(Youth(and(Families,(the(Annie(E.(Casey(Founda<on,(and(the(Council(for(Excellence(in(Government((

(hSp://marylandpublicschools.org/NR/rdonlyres/DA79E0F64DFA144D654A0B34

B35F12CCBEF2/12970/MD_Classroom_4_2007.pdf)(

Action Plan Examples: Mutually Reinforcing Activities


Coordinating collective efforts to maximize the end result – Collective Impact Forum

Bal5more’s*Five*Year*Ac5on*Plan**

Towards*Achieving*School*Readiness*(2005)*




Affirmed*the*6*Maryland*Results*for*Bal5more*ac5on*agenda*planning.*

*Added*one*addi5onal*local*result*(see*below)*

Organized*into*CommiNees*for*each*result*area/target*popula5on(.(

Result:*Bal5more*City*schools*will*be*prepared*to*receive*all*children(

Mul<4Sector(Partners(public,(private(and(non4profit(organiza<ons(and(founda<ons,(

including:(Bal<more(City(Health(Department,(Social(Services,(Public(School(System,(United(

Way,(Head(Start(and(other(local(nonprofits(represen<ng(faith4based(communi<es,(out4of4

school(<me(organiza<ons,(and(family(services.(

hSp://www.aecf.org/resources/many4things4we4need4can4wait4the4child4cannot/(

B’More*(Bal5more)*for*Healthy*Babies*

20

Strategies:*•  Safe(Sleep(Campaign(

•  Home(Visi<ng(

•  Baby(Basics((

•  B’More(Fit((•  Family(Planning((

•  (Teen(Pregnancy(Preven<on((

*All(babies(are(born(full(term(at(a(healthy(weight(and(ready(to(thrive(in(healthy(families.((

Strategies:*•  Smoking(Cessa<on((

•  Literacy((•  Preven<ng(Substance4exposed(

Pregnancies((

•  Housing(((•  Prenatal(Care(

•  HOPE(Project( http://healthybabiesbaltimore.com

1. Strategies and partners are clearly indentified to address multiple factors of the story behind the data

2. Leaders work collaboratively to align their actions to maximize client impact

Example Sources of Community (Indicator) Data

  Ready at Five

http://www.readyatfive.org/school-readiness-data/

jurisdictional-readiness-data-2015.html

  Baltimore Neighborhood Indicators Alliance

http://bniajfi.org

  Health Indicator Warehouse

http://www.healthindicators.gov

regetting dySource: Maryland State Department of Education

•  76% of Baltimore City’s kindergarten students are fully school-ready in 2013-2014, a 48-point readiness gain from 2001-2002.

•  The City’s kindergarteners are within 7 points of their Maryland peers (83% fully ready) and show greater long-term improvements (48 points compared with a 34 point improvement in the state).

Continued Our Strong Progress (Ready at Five) MMSR, 2013-2014

High Action High Alignment

FPSI/RLG 24

Personal Leadership Accountability

Aligned Actions

Theory of Aligned Contributions

– Jolie Bain Pillsbury

http://rbl-apps.com/TOAC.php

FPSI/RLG 25

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


FPSI/RLG 26

Indicator Baseline

Result: Turn-the-Curve Thinking™: Talk to Action

Story behind the baseline Research Agenda Why?


FPSI/RLG 27

The Story Behind the Baseline

  Root Causes (ask “Why?” five times)   Share and discuss the positive and

negative causes and information   Prioritize – which are the most important

to address to “turn the curve” of the baseline?

  Research agenda What research exists? What are the knowledge gaps?


FPSI/RLG 28

Force Field Analysis

Factors Contributing?

Factors Restricting?


FPSI/RLG 29

Indicator Baseline


Result:

Research Agenda

Turn-the-Curve Thinking™ Talk to Action

Partners (with a role to play in turning the curve) Help?


FPSI/RLG 30

Partners

  Who are partners who may have a role to play in turning the curve?

  How are partner with the lived experience being included as partners?

  Does the story behind the curve suggest any new partners?


FPSI/RLG 31

Indicator Baseline



Result:

Research Agenda


What Works Research Agenda Options?


FPSI/RLG 32

What Works

  Options for actions to “turn the curve”?

  Research-based (e.g. kangaroo care)

  Low-cost/no-cost?

  Off-the-wall ideas?

  Research agenda?


FPSI/RLG 33

Indicator Baseline

Story behind the baseline Partners (with a role to play in turning the curve)

What Works

Result:

Research Agenda

Research Agenda


Criteria: Leverage; Feasible; Specific; Values

Strategy Propose to do?


FPSI/RLG 34

Strategy Recommendations

  Leverage: will the strategies “turn the curve” of the baseline?

  Specific: who, what, when, where, how?

  Feasible (a.k.a. “reach)?   Consistent with community resident

and organizational partner values?


Choosing Action Plan Strategies Selection

(Rating: High, Med, Low) *

• .(

35

Leverage* Specific* Feasible* Values**

Strategy(1( H( H( H( H(

Strategy(2(

Strategy(3(

Strategy(3((

36

1. Community Result 2. Indicators 3. Story Behind the Baselines 4. Strategies Programs Program A Program B Program C

Local __________ Federal __________ Businesses _________ Civic __________ Non-profits _________

Program A Performance Measures

Story Behind the Baselines

•  Action Plan & Budget


FPSI/RLG 37

How much did

we do?

The Three Kinds of Program Performance Measures

How well did we do

it?

Is anyone better off?

Quantity Quality

E

ffect

Ef

fort

# %


FPSI/RLG 38



What Works

Quality Improvement / Action Plan (with Budget)

Program:

Performance Measure Baseline

How are we doing?

Why?

Help?

Options?

Propose to do?



RLG 39

Friedman, Mark. Founder of the Fiscal Policy Studies Institute and author of: Trying Hard Is Not Good Enough (Trafford, 2005) www.resultsaccountability.com; www.raguide.org

Kania, John, and Mark Kramer. �Collective Impact.� Stanford Social Innovation Review (2011)

http://ssireview.org/articles/entry/collective_impact/

Ready At Five, School Readiness Data, Readiness Matters www.readyatfive.org


Acknowledgement Portions of these materials draw upon the work of:

Developing*a*Community*of*Prac5ce*

RBA*and*Collec5ve*Impact*

40 MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES

Join(us(in(Bal<more,(MD(this(June(1st(–(3rd(to(learn(more(about(how(nonprofits,(government(agencies,(

and(founda<ons(are(using(Results4Based(Accountability(and(Results(Scorecard(to(create(

measurable(improvement(for(children,(families,(and(communi<es(around(the(world.(

Visit www.MeasurableImpact2016.com for more information

FPSI/RLG 44

Thank You! Deitre Epps

[email protected]

www.resultsleadership.org

Achieving Measurable Collective Impact with Results-Based Accountability - Shared Measurement...

Government & Nonprofit

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