M AKING AN I MPACT T HROUGH R ESULTS - B ASED A CCOUNTABILITY Institute for Youth, Education and...

MAKING AN IMPACT THROUGH RESULTS-BASED ACCOUNTABILITY

Institute for Youth, Education and Families

March 21, 2013

www.nlc.org

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


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


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.


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?


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


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


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


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


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:


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)

www.nlc.org


Today’s Speakers


@emersonkingsley



Results-Based Accountability in the

Municipal Sector

How it works in Manchester, CT……

www.nlc.org

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

www.nlc.org

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

www.nlc.org

• 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?

www.nlc.org

• 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?

www.nlc.org

• 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?

www.nlc.org

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

www.nlc.org

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”

www.nlc.org

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

www.nlc.org

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

www.nlc.org

CT KIDS Report Card: 4 Domains

www.nlc.org

CT KIDS REPORT

CARD

STATE AGENCY

INITIATIVES

COMMUNITY and

MUNICIPAL INITIATIVES

“Stable”

“Future Success”

“Safe”

“Healthy”

Achieving Impact Together

www.nlc.org

• 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!

www.nlc.org

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.

www.nlc.org

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


Manchester is TURNING THE CURVE

www.nlc.org

Full implementation began September 2011

05

101520253035404550



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



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



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



www.nlc.org

Obstacles

Difficulty integrating multiple plans and limiting the “silo” effect

www.nlc.org

• Working together, yet separately…• Same stakeholders at multiple tables• How do we make sure we are

working towards collective impact?

Concerns

www.nlc.org

Don’t let fear of RBA and the unknown keep you from turning talk into action!

Don’t be scared!

www.nlc.org

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

www.nlc.org


• 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

www.nlc.org


• 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

www.nlc.org

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

www.nlc.org

TIME TO GET MOVING!

www.nlc.org

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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Q&A


@emersonkingsley



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