Achieving Measurable Collective Impact with Results-Based ...€¦ · Achieving Measurable...

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Achieving Measurable Collective Impact with Results-Based Accountability™

Building Result-based Organizations and Community Partnerships

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

MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES

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Today’s Objectives

By the end of the webinar, participants will: ü  Deepen their understanding of Results Based Accountability (RBA) and its

application to the conditions of Collective Impact

ü  Understand how RBA’s disciplined Turn the Curve process and support

tools can be applied to the conditions of collective impact, with a focus

on continuous communication and a backbone support organization

ü  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:

ü  Community Leader

ü  Results Based Facilitator

ü  Executive Coach (community / organization leaders)

ü  Human Services Administrator / Consultant

ü  Program Evaluator

Learning About our Shared Experiences:

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

South Africa, United Kingdom, United States of America

Two Key Principles of Results-‐Based Accountability

1. Starting with ends, working backwards to means

2. Data-driven, transparent decision making

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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:

Indicator Baseline

How are we doing?

Why?

Help?

Options?

Propose to do?

Turn-the-Curve Thinking™: Talk to Action


Five Conditions of Collective Impact ü  A Common Agenda

ü  Shared measurement

ü  Mutually reinforcing activities

ü  Continuous communication

ü  A backbone support organization

A Common Agenda: Two RBA Applica>ons

1. Affirm an explicit result statement to express the desired condi2on of well-‐being for your community partnership’s work together 2. Co-‐develop a comprehensive ac2on plan with community-‐wide strategies and partners to implement the plan

Shared Measurement System: Two RBA Applica>ons

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

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

Mutually Reinforcing Ac>vi>es: Two RBA Applica>ons

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

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

Continuous Communication What does that mean?

ü  Continuous Communication

That means building trust and relationships

among all participants

-Collective Impact Forum

Con>nuous Communica>on: Two RBA Applica>ons

1. Partners understand and use a simple, common language during local community partnership meetings

2. Leaders have resilient relationships that include transparency, trust, action and alignment

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DEFINITIONS RESULT

INDICATOR

PERFORMANCE MEASURE

Young Children Are Ready for School Babies Born Healthy Healthy People Clean Environment

% children fully ready to learn at kindergarten rate of low-birth weight babies, obesity rate, air quality index

1. How much did we do? 2. How well did we do it? 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.

= Customer Results

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Three types:

Language Discipline [ ]

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THE LANGUAGE TRAP

Benchmark

Target

Indicator Goal

Result

Objective

Outcome

Measure

Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic

Lewis Carroll Center for Language Disorders

Too many terms. Too few definitions. Too little discipline.

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Translation Guide/Rosetta Stone Not the Language Police

Ideas

1. A condition of well-being for children, adults, families & communities

2.

3.

etc.

Group 1 Group 2 Group 3 etc.

RESULT OUTCOME GOAL

TRANSLATION

Back to the Idea


Distinguishing “Ends”

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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

Con>nuous Communica>on: Two RBA Applica>ons

1. Partners understand and use a simple, common language during local community partnership meetings

2. Leaders have resilient relationships that include transparency, trust, action and alignment

Building a Movement with Results Based Accountability South Florida, United States Connect Familias – Little Havana Community (2009) •  “Wraparound Services” Introduction to Results Based

Accountability => •  Result: Keeping Families Safe, Healthy, Engaged and Connected The Children’s Trust, Miami, Florida (2010 - 2013) •  Results-based Strategic Plan for Investments (~$100M annually

for Children’s Services) •  Results Based Strategic Planning for Improved Health Outcomes

– data-driven planning •  Read to Learn – Neighborhood approach to Campaign for Grade

Level Reading in several Miami Dade Communities

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Florida Oral Health Coali2on Florida, United States

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Florida’s Oral Health Roadmap Result: All people in Florida have optimal oral health and well-being Focus area #1: Improved access to quality oral health care Focus area #2: Increased community water system fluoridation

Oral Health Alliance Florida Ins2tute for Health Innova2on, United States

Using a collabora2ve decision making process •  Establish a result for the year •  Iden2fy indicators of success •  Design strategies for change. •  Collabora2ve leadership and the collabora2ve decision

making process dictate that it is the group that will ul2mately choose, craL and approve the intended overall result, areas of focus, indicators of success and specific strategies.

hNp://flhealthinnova2on.org/projects/ 19

Healthy Community Partnerships Health Founda2on of South Florida, United States

•  Mul2-‐year focused investment (2014) LiNle Havana and the City of Miami Gardens

•  Community selec2on of five health impact areas

•  Locally-‐ developed community ac2on plans: host councils, sub councils for planning and sustained implementa2on of strategies to improve community health (with a desired focus on policy, environmental and systems-‐change)

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Adapted from The Speed of Trust by Stephen M.R. Covey

Can you say: By the end of the partnership meeting, we have:

• Information shared openly • Mistakes tolerated and encouraged as a way of learning • The culture is innovative and creative • People are loyal to those who are absent • People talk straight and confront real issues • There is real communication and collaboration • People share credit abundantly • There are few “meetings after the meetings” • Transparency is a practiced value • People are candid and authentic • There is a high degree of accountability • There is a palpable vitality and energy – people can feel the positive momentum

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Low trust or high trust?

A Backbone Support Organization What does that mean?

ü  A Backbone Support Organization

Having a team dedicated to orchestrating the

work of the group

-Collective Impact Forum

Example Applica>on Skilled Implementa>on Team Support

1. Skilled Coach / Facilitators

2. Project Management: *Project Manager

*Project Assistant *On-site Logistics Lead, as needed

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Indicator Baseline


Result:

Research Agenda

Turn-the-Curve Thinking™ Talk to Action

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

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Partners

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

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

Ø  Does the story behind the curve suggest any new partners?


“Our” data looks great!

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Indicator Baseline



Result:

Research Agenda


What Works Research Agenda Options?


High Action High Alignment

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Personal Leadership Accountability

Aligned Actions

Theory of Aligned Contributions

– Jolie Bain Pillsbury

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

High Action / High Alignment

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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?


Choosing Action Plan Strategies Selection (Rating: High, Med, Low)

•  .

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Leverage Specific Feasible

Values

Strategy 1 H H H H

Strategy 2

Strategy 3

Strategy 3

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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

# %


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What Works

Quality Improvement / Action Plan (with Budget)

Program:

Performance Measure Baseline

How are we doing?

Why?

Help?

Options?

Propose to do?



BUILD Health Challenge Florida Ins2tute for Health Innova2on, United States

Using the principles of collabora2ve leadership and a results-‐based, data-‐driven planning framework -‐ integrated effort will connect Liberty City residents with health care, public

health and community leaders to: –  Iden2fy and address root causes of crime-‐driven health outcomes

–  Assess and leverage rela2onships and community and health resources

–  Strategically plan for improved public safety, using evidence-‐based and community-‐designed crime preven2on and restora2ve jus2ce

interven2ons.

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Meeting Results By the end of this meeting, we will have:

• Prioritized factors behind safety and health data in Liberty City.

• Understanding of strategies that have demonstrated success in turning the curve.

• Proposed strategies to help contribute to improving health and safety data on Liberty City.

• Discuss additional stakeholders needed for this work.

• Made individual commitments to action.

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Personal Responsibility for Action Commitment

ü  Align ac2ons with other partners

ü  Take steps beyond your current work

ü  The commitments should help achieve the result:

A Safe and Healthy Liberty City

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Developing a Community of Prac>ce for RBA and Collec>ve Impact

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Communities of practice: groups of people who share a concern or a passion for something they do and learn how to do it better

as they interact

*The Domain: shared domain of interest

* The community: members engage in joint activities and discussions, help each other, and share information

*The practice: develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring

problems—in short a shared practice

Jena Lave and Etienne Wenger (1991)

Developing a Community of Prac>ce RBA and Collec>ve Impact

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Interested in sharing an example of a success or

challenge while using RBA or in implementing collective impact to drive results?

Please e-mail Deitre Epps

[email protected] and Marcais Frazier at [email protected]


Join us in Bal2more, MD this June 1st – 3rd to learn more about how nonprofits, government agencies,

and founda2ons are using Results-‐Based Accountability and Results Scorecard to create measurable improvement for children, families,

and communi2es around the world.

Visit www.MeasurableImpact2016.com for more information

Community of Prac>ce for RBA and Collec>ve Impact

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Learn more about Collective Impact and RBA at Measurable Impact 2016

June 1-3, 2016 RBA Conference

Pre-conference workshop:

Facilitation Skills for Results

Collective Impact Track

http://measurableimpact2016.com/sample-schedule-for-collective-impact-lovers/

Your feedback is very important to us. Please complete the survey that you will

receive by email from Marcais Frazier. Be sure to check your spam folder if you can't find it.

Copies of today’s slides will be available

after completion of the survey. You will also receive an email link to view recording as

soon as it becomes available.

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Thank You! Deitre Epps

[email protected]

www.resultsleadership.org

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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/

Pillsbury, Jolie Bain “Theory of Aligned Contributions” Sherbrooke Consulting

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


Acknowledgements Portions of these materials draw upon the work of:

Achieving Measurable Collective Impact with Results-Based ...€¦ · Achieving Measurable...

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