Outcomes Based Accountability Regional Network Event

1
Outcomes Based AccountabilityRegional Network
Event

• March 20th 2008

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• Welcome Introductions

3
OBA overview

• Outcomes based practice is a disciplined way of
  thinking and taking action that can be used to
  improve the quality of life in communities and to
  improve the performance of services and
  agencies. 
• Outcomes based accountability starts with results
  and works back to determine a means to achieving
  the results.  It is a process that gets
  practitioners, agencies, communities and their
  partners from talk to action quickly through a
  series of exercises and use of common language.

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Benefits of OBA

• OBA can
• Integrate local data linked to outcomes and
  support service planning
• Identify data gaps and help to prioritise
  outcomes and performance indicators
• Help to get from talk to action quickly
• Encourages joint ownership for the agreement of
  desired outcomes and the actions necessary to
  achieve them, either within a community or within
  a service area

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Outcome Based Accountabilityis made up of two
parts

• Population Accountabilityabout the well-being
  ofWHOLE POPULATIONS
• For Communities Cities Counties States
  Nations
• Performance Accountabilityabout the well-being
  ofCUSTOMER POPULATIONS
• For Programmes Agencies and Service Systems

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Leaking Roof(Results thinking in everyday life)
Experience
Inches of Water
Not OK
Measure
Story behind the baseline (causes)
Partners
What Works
Action Plan
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OBA overview continued

• Common language Everyone understands
• Common Sense Starts with the ends and work
  backwards
• Common Ground collective decision on what needs
  to be achieved

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Common ground

• Exercise 1

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Common GroundExercise 1

• Part 1
• Each representative in your group states
• which agency they are from, what service area
• they are from, what the agency wants to achieve.
• Part 2
• Any partners that you would work with, and what
• specific area you would work with them on.

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Outcomes Indicators

• Exercise 2

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Outcomes Indicators Exercise 2

• Part A Outcomes 20mins
• Start with ends
• What is the Outcome that the Regional Network
  wants to achieve
• E.g. To develop an outcomes focused approach to
  affect change regionally and nationally
• Achieving outcomes
• Positive contribution
• Ownership
• Populations
• Performance
• Joint working
• We should all agree upon one
• outcome from your discussions

• Part B Indicators 20mins
• What would measure the success of your chosen
  Outcome
• You should have 2/3
• Indicators agreed by the
• group.
• NB. You must not include any
• service or program in your indicator as
• you are focusing on population
• accountability -

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Story behind the baseline Exercise 3
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Story behind the baseline

• Story- deliberately chosen word
• Oldest form of communication
• Oldest form of retained knowledge
• Oldest way in which we transform life experience
  into useful lessons
• Is a way of sharing different perspectives
• Is not necessary for partners to reach an
  agreement on a single story
• Diversity of opinion is a healthy process
• You want to gain as much information on causes as
  you can
• This allows you to have choices about your
  actions

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Story behind the baseline Exercise 3

• Plotted baseline.
• What does it look like?

• Part B Story behind the
• baseline 15mins
• In your groups discuss the
• reason as to why the
• baseline is plotted the
• way it is. What is the story
• or the reasoning behind
• what the baseline shows?
• Look at the story behind from
• other perspectives not just your
• own. This could be the
• perspective of the community,
• partners, staff, etc.

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Lunch
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What works

• Case Studies
• Coventry,
• Dudley,
• Shropshire Telford and Wrekin

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Coventry Children and Young Peoples Strategic
Partnership

• Outcomes
• Based
• Accountability
• Andy Walmsley / Marc Harder
• March 2008

healthy
safe
enjoying achieving
positive contribution
economic well-being
supported
integrated
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Outcomes based presentation

• What will success look like?
• By 2010 Outcomes will be improved for
  children and young people
• April 2008 Priorities embedded in Sustainable
  Communities Plan
• May/June Priorities will be included in CYP
  Plan
• May/June Our CYPP will be more streamlined and
  focused on outcomes
• By Mar 09 Each workstream will have completed,
  established and owned a Turning the
  Curve action plan
• Ongoing Our partnership structures will become
  increasingly more outcomes focused

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Key messages

• By no means experts
• OBA Programme beginning to take shape
• Zeal
• Still many curves to turn
• Green shoots
• Linking to LSP is key alcohol, obesity

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Coventry CYPSP Annual Data Day
healthy
safe
enjoying achieving
positive contribution
economic well-being
supported
integrated
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Scorecard

• Population All Coventry Children Young People
• Measure improved outcomes for CYP
• Story behind the baseline Data Book
• Partners Council, PCT, Connexions, Fire Service,
  Schools, Parents, Children, Voluntary sector,
  Ethnic Minorities Partnership, Youth Offending
  Service, LSC, Chamber and others
• What works focusing on what really makes a
  difference
• 92 rated event helped to identify the issues
  that really matter

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Data Book
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Data Day Programme

• CYPs DVD Young People
• Link to sustainable community strategy / LAA
  Chief Exec
• National perspective - IDeA
• Telling the story - strategic Leads
• 2007 Performance Programme Board Chair
• Emerging Issues Director
• Group discussions re emerging issues
• CYP views
• Voting exercise
• Turning the Curve exercise
• Plenary next steps

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Coventry Children Young Peoples Strategic
Partnership March 2008
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Top Tips before the event

• You cannot over-prepare for this!
• Have information available well before the event
• OBA Champions or at least advocates
• Pull in every favour you possibly can
• Prepare A3 laminated voting sheets / action plans
• Workshop facilitator briefing

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Top Tips on the day

• Young peoples views are a priority!
• Be as representative as possible
• External facilitator / expert brings a fresh
  approach
• Be realistic about expectations
• Help delegates realise how it fits in with the
  big picture
• - Sustainable Communities / Narrowing the Gap
  / National indicator set regional and
  national initiatives

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scores on the doors

• 70 attendees
• Facilitated by IdEA
• Data book used in recent DCSF meeting
• 93 rated good or excellent
• 77 rated good or excellent value to their
  service
• 92 rated event helped to identify the issues
  that really matter
• Most useful aspect focusing on what really
  makes a difference

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Many curves to be turned
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Not all curves in Coventry are going in the right
direction and some will take longer than others
to turn!
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But theyre in good company and some are just
impossible to turn!
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Proposed priorities for 2008/09 based on data day
voting exercise
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Being Healthy 2008/09 priorities

• Fewer Teenage pregnancies
• Reduce Alcohol consumption among young people
• Mental Health services for children.
• Reduce Childhood Obesity
• Reduce Infant Deaths
• Reduce Sexually Transmitted Infections

healthy
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Staying Safe 2008/09 priorities

• Early intervention and identification of need
• Involving families and CYP in all stages across
  agencies
• Offending and Re-offending
• Fewer children are victims of repeat abuse
• Fewer children are affected by domestic Violence
• Less harm is caused by illegal drugs to CYP

safe
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Enjoying Achieving 2008/09 priorities

• Children are more ready for school
• The educational achievement of Looked After
  Children and other under achieving groups will
  improve
• Play, sport, enterprise and culture
• Provision for CYP not attending school
• School attendance improves for LAC
• Fewer children are excluded from school

Enjoying and achieving
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Positive Contribution 2008/09 priorities

• More young people engage in voluntary and
  community activities, including inter-
  generational work
• More CYP develop social and emotional skills to
  successfully deal with significant life changes
  and chances
• CYP influences on service design are recognised
• Celebrate and recognise CYP's involvement
• CYP influence the design and delivery of
  services

Making a positive contribution
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Economic Well-being 2008/09 priorities

• Fewer school leavers become NEETs
• Better preparation for CYP for a life of
  economic success
• Fewer children live in low income households
• More CYP live in decent homes and sustainable
  communities
• Fewer children live in workless households
• More childcare places are available and the take
  up increases

Economic Well-being
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Supportive families, friends communities
2008/09 priorities

• Identifying and supporting isolated and
  vulnerable families in their communities
• Recognising and celebrating children's positive
  roles in their communities
• Incidents of bullying fall
• Partners support the parenting strategy

supported
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For more info please contact

• Marc Harder, CYPSP Co-ordinator
• 024 7683 4337
• marc.harder_at_coventry.gov.uk
• Andy Walmsley, Head of Strategy
• 024 7683 1500
• andy.walmsley_at_coventry.gov.uk

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OBA in Dudley

• Presentation for the West Midlands Regional
  Network, Telford Wrekin, 20th March 2008

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OBA - My experience to date

• The plus side
• General interest and some champions within CSS
  Division
• Applied and developed in a number of areas
  internally and within strategic partnership

• The minus side
• Competing with existing frameworks of dubious
  value
• Lack of clear leadership for any framework, not
  just OBA
• OBA has been found to be useful, but remains
  unproven locally

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In particular

• It can support the delivery of strategy and
  should inform the development of strategy
• The emphasis on accountability, as distinct from
  responsibility, should be emphasised
• Its focus on contributions, what each of us
  bring to the party, sits well with the salad
  rather than the soup approach to integrated
  working
• Indicator-driven performance management continues
  to distract senior managers and Members from an
  Outcomes focus and real performance measures

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Contd

• We continue to demand a disciplined and
  researched approach of our staff more so than of
  our managers and leaders
• OBA is itself means to an end, a framework and
  tools amongst many competing frameworks and
  tools, it requires an understanding of its fit
  and relative value
• OBA supports the theoretically dominant AT (not
  TT/command and control) approach

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Contd

• Action (in Talk to Action) is deeper than just
  initiatives, What Works, Action Plans and Budgets
• Performance changes when individual behaviours
  change
• Delivery happens at the front-line requiring
  behavioural change from the bottom-up
• Direction (not necessarily leadership) occurs
  top-down and is essential to achieve performance
  focussed behavioural and cultural change across
  the board

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OBA next steps

• Incorporating it into its rightful place in the
  organisations management and practice tools
• Incremental implementation building on its proven
  value
• Using it to support operational staff in the
  delivery of services
• Using it to assist strategic managers and leaders
  to develop informed strategy

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Some of my examples

• CSS Division Business Plan (developing first
  draft)
• Care Management Service Plan (first draft
  developed)
• PIs, PMs and Accountancy Data (now in a baseline
  chart form)
• LCF Improvement Plan (proposed)
• EDT (developing performance measures)

• Reducing LAC numbers (TtC applied and actions
  being implemented)
• PEP Improvement Plan (first draft developed and
  identifying significant improvement where
  applied)
• Supervision PRD (proposed)
• HS Board (proposed)
• Walsall Fostering Panel (On offer!)

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What Works?

• Exercise 4

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What Works? Exercise 4

• In your groups discuss what has worked to
• achieve outcomes and change the trends.
• For each point raised think about
• What data is available
• What Information is already available,
• Who has what information, and
• What do they do with it.

Information Flow
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Coffee Break
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Action Planning

• Exercise 5

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Action Plan/Strategy

• To set priorities for the action plan the
• following criteria should be followed
• Is the idea specific enough to be implemented?
• How much difference will the proposed action make
  on results, indicators and the outcome?
• Is it consistent with your agencies values?
• Is it affordable and achievable?

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Two natural pointersfor Action planning

• First, from each part of the story behind the
  baseline points to an action
• E.g. fear of crime is poor lighting pointer is
  to improve lighting
• Second, Each partner and potential partner has
  something to contribute to turning the curve.

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OBA Regional Network Action plan and Timescales
Exercise 5

• In your groups discuss actions to move
• forward, keeping in mind the criteria set in
• the previous slide.
• You must include low cost actions,
• no cost actions, and off the wall actions.
• Also state start and completion dates for
• actions

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(No Transcript)
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Summary
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Thank you

• Shropshire Strategic Lead
• Laura Johnston
• Head of Service Multi Agency Teams
• Email laura.johnston_at_shropshire.gov.uk
• Telford Wrekin Strategic Lead
• Sara Tough
• Senior Manager Change for Children
• Sara.tough_at_telford.gov.uk

• Parvinder Chana
• Outcomes Based Accountability Officer
• Email
• parvinder.chana_at_telford.gov.uk
• Tel Office 01952 385521
• Work Mobile [phone]
• Sharonlee Young
• Outcomes Based Accountability
• Support Officer
• Email Sharonlee.young_at_telford.gov.uk
• Tel Office 01952 385517