Results and Performance Accountabilty, Decision-making and Budgeting

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Results-BasedAccountability (RBA)
The Fiscal Policy Studies Institutewww.raguide
.org www.resultsaccountability.com Coreasse
ts.com
Book - DVD Ordersamazon.comresultsleadership.org
2
Atebolrwyddyn ôl Canlyniadau(Canlyniadau'n
Cyfrif)
The Fiscal Policy Studies Institutewww.raguide
.org www.resultsaccountability.com Coreasse
ts.com
Book - DVD Ordersamazon.comresultsleadership.org
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SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM
PAPER USEFUL
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Results Based Accountabilityis made up of two
parts
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THE LANGUAGE TRAPToo many terms. Too few
definitions. Too little discipline
Benchmark
Result
Outcome
Modifiers Measurable Core
Urgent Qualitative Priority
Programmatic Targeted
Performance Incremental Strategic
Systemic
Indicator
Goal
Objective
Measure
Target
Core qualitative strategic objectives
Your made up jargon here
Measurable urgent systemic indicators
Lewis Carroll Center for Language Disorders
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Y Trap IeithyddolGormod o dermau, Diffyg
diffiniadau, Diffyg disgyblaeth
Meincnod
Canlyniad
Deilliant
Addasyddion Mesuradwy Craidd
Pwysig Ansoddol Blaenoriaeth Rhaglennol
Wediu targedu Perfformiad Cynyddol Strategol
Systemig
Nod
Dangosydd
Amcan
Mesur
Targed
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DEFINITIONS
GOAL
RESULT
Healthy children, Young people achieve their
potential, Safe communities, Clean Environment,
Prosperous Economy
Healthy children
Young people achieve their potential
Safe communities
Clean Environment
Prosperous Economy
INDICATOR
Rate of low-birthweight babies, Percent with 5
A-C GCSE's, crime rate, greenhouse gas
emissions, employment rate
Rate of low-birthweight babies
Percent with 5 A-C GCSE's
crime rate
greenhouse gas emissions
employment rate
PERFORMANCE MEASURE
1. How much did we do? 2. How well did
we do it? 3. Is anyone better off?
Customer Results
Customer Results
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From Ends to Means
From Talk to Action
From Talk to Action
RESULT
ENDS
INDICATOR
PERFORMANCEMEASURE
MEANS
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RESULT, INDICATOR or PERFORMANCE MEASURE?
1. Safe Community 2. Crime Rate 3. Average
Police Dept response time 4. A Wales of vibrant
culture thriving Welsh language 5. of people
able to speak, read and write Welsh 6. People
have living wage jobs and income 7. of people
with living wage jobs and income 8. of
participants in job training who get living
wage jobs
RESULT
INDICATOR
PERF. MEASURE
RESULT
INDICATOR
RESULT
INDICATOR
PERF. MEASURE
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POPULATION ACCOUNTABILITY
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Community Outcomesfor Christchurch, NZ

• ? A Safe City
• ? A City of Inclusive and Diverse Communities
• ? A City of People who Value and Protect the
  Natural Environment
• ? A Well-Governed City
• ? A Prosperous City
• ? A Healthy City
• ? A City for Recreation, Fun and Creativity
• ? A City of Lifelong Learning
• ? An Attractive and Well-Designed City

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City of London Ontario, CanadaCommunity Results
? A Strong Economy ? A Vibrant Diverse
Community ? A Green and Growing City ? A Reliable
Infrastructure ? A Safe City
Source Draft Strategic Plan Sept 2011
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CARDIFF, WALESCommunity Outcomes
1. People in Cardiff are healthy 2. Cardiff has a
clean attractive and sustainable
environment 3. People in Cardiff are safe and
feel safe 4. Cardiff has a thriving and
prosperous economy 5. People in Cardiff
achieve their full potential. 6. Cardiff is a
great place to live, work and play. 7. Cardiff
has a fair, just and inclusive society.
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WALES Well-being of Future Generations
Bill NATIONAL GOALS
? A prosperous Wales
? A resilient Wales
? A healthier Wales
? A more equal Wales
? A Wales of cohesive communities
? A Wales of vibrant culture and thriving
Welsh language
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Santa Cruz County
New Zealand
Colin Area, Belfast NI
Cardiff, Wales
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Leaking Roof(Results thinking in everyday life)
Experience
Inches of WaterBASELINE
Not OK
Measure
Turning the Curve
Story behind the baseline (causes)
Partners
What Works
Action Plan 2
Action Plan
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Criteria forChoosing Indicatorsas Primary vs.
Secondary Measures
Communication Power
Does the indicator communicate to a broad range
of audiences?
Proxy Power
Does the indicator say something of central
importance about the result?
Does the indicator bring along the data HERD?
Data Power
Quality data available on a timely basis.
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Choosing IndicatorsWorksheet
Safe Community
Outcome or Result_______________________
ProxyPower
DataPower
CommunicationPower
Candidate Indicators
Measure 1 Measure 2 Measure 3 Measure 4 Measure
5 Measure 6 Measure 7 Measure 8
H M L
H M L
H M L
H
H
H
H
L
H
DataDevelopmentAgenda
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Three Part Indicator List for each Result
Part 1 Primary Indicators
? 3 to 5 Headline Indicators? What this
result means to the community? Meets the
Public Square Test
Part 2 Secondary Indicators
? Everything else thats any good (Nothing is
wasted.)? Used later in the Story behind the
Curve
Part 3 Data Development Agenda
? New data? Data in need of repair
(quality,timeliness etc.)
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The Matter of Baselines
OK?
Point to Point
Turning the Curve
History
Forecast
Baselines have two parts history and forecast
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75 people per day
2010
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Rebound
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Newcastle, UK
Nov 08 Jan 09
8.5
Source Connexions Tyne and Wear, UK
Revised 9 Nov 2007
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Hull, UK
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If I include you,you will be my partner. If I
exclude you,you will be my judge.
- Rosell
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PERFORMANCE ACCOUNTABILITY
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All performance measures that have ever
existed for any program in the history of the
universe involve answering two sets
of interlocking questions.
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Performance Measures
Quantity
Quality
HowMuch did we do? ( )
HowWell did we do it? ( )
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Performance Measures
Effort How hard did we try?
Effect Is anyone better off?
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Performance Measures
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Program Performance Measures
Quantity
Quality
How much did we do?
How welldid we do it?
Effect Effort
Is anyonebetter off?


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Education
Quantity
Quality
How much did we do?
How well did we do it?
Student-teacherratio
Number ofstudents
Effect
Effort
Is anyone better off?
Number of 16 olds with 5 A to CGCSEs Number
with goodschool attendance
Percent of 16 yr olds with 5 A to
CGCSEs Percent with goodschool attendance
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Pediatric Practice
Quantity
Quality
How much did we do?
How well did we do it?
Percent ofpatients waitingless than30 min in
thewaiting room
Number ofchildrentreated
Effect
Effort
Is anyone better off?
childrenfullyimmunized(in the practice)
childrenfullyimmunized(in the practice)
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Drug/Alcohol Treatment Program
Quantity
Quality
How much did we do?
How well did we do it?
Percent ofstaff withtraining/certification
Number ofpersonstreated
Effect
Effort
Is anyone better off?
Number of clientsoff of alcohol drugs - at
exit - 12 months after exit
Percent of clientsoff of alcohol drugs -
at exit - 12 months after exit
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Waste Management Services
Quantity
Quality
How much did we do?
How well did we do it?
Unit costper tonnecollected
tonnes of residential waste
Effect
Effort
Is anyone better off?
to land fill diverted from landfill
/amt to land fill /amt diverted from landfill
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Fire Department
Quantity
Quality
How much did we do?
How well did we do it?
ResponseTime
Number ofresponses
Effect
Effort
Is anyone better off?
of fireskept toroom of origin
of fireskept toroom of origin
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General Motors
Quantity
Quality
How much did we do?
How well did we do it?
Employees pervehicleproduced
of production hrs tons of steel
Effect
Effort
Is anyone better off?
of cars sold Amount of Profit Car value
after 2 years
Market share Profit per share Car value after
2 years
Source USA Today 9/28/98
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Not All Performance Measures Are Created Equal
Quality
Quantity
Quality
How much did we do?
How well did we do it?
LeastImportant
Least
AlsoVery Important
Effect
Effort
Is anyone better off?
MostImportant
Most
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RBA Categories Account for All Performance
Measures(in the history of the universe)
Total Quality Mgmt (TQM)
Efficiency, Admin overhead, Unit costStaffing
ratios, Staff turnoverStaff morale, Access,
Waiting time, Waiting lists, Worker safety
Cost
Quantity
Quality
Process Input
Effort

Customer Satisfaction(quality service delivery
customer benefit)
Product Output Impact
Effect
Cost / Benefit ratioReturn on investment Client
results or client outcomes
Benefit value
EffectivenessValue addedProductivity
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The Matter of Control
Quality
Quantity
How much did we do?
How well did we do it?
MostControl
Effect
Effort
Is anyone better off?
LeastControl
PARTNERSHIPS
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Comparing Performance
Create targets only when they areFAIR USEFUL
AspirationNOTPunishment
Goal (line)
Target or Standard
Avoid publicly declaringtargets by year if
possible.
Your Baseline
InsteadCount anything better than baseline as
progress.
Comparison Baseline
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Performance AccountabilityTypes of Measures
found in each Quadrant
How much did we do?
How well did we do it?
Clients/customers served
Activities (by type of activity)


Is anyone better off?
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Service __________________________________
Hospital
Job Training
School
Fire Department
How much did we do?
How well did we do it?
Primary customers
Unit cost
students
patients
persons trained

Workload ratio
Primary activity
of ___x___ that happen on time
hours of instruction
diagnostic tests
job courses
alarms responded to

Is anyone better off?
If your service works really well,how are your
customer's better off?

students who graduate
patients who fully recover
fires kept to room of origin
persons who get jobs

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Choosing Headline Measures and the Data
Development Agenda
Quantity
Quality
How much did we do?
How well did we do it?
3 DDA
Measure 1 ----------------------------
Measure 2 ----------------------------
Measure 3 ----------------------------
Measure 4 ----------------------------
Measure 5 ----------------------------
Measure 6 ----------------------------
Measure 7 ----------------------------
Measure 8 ----------------------------
Measure 9 -----------------------------
Measure 10 ---------------------------
Measure 11 ---------------------------
Measure 12 ---------------------------
Measure 13 ---------------------------
Measure 14 ---------------------------
2 Headline
Effect
Effort
Is anyone better off?
2 DDA
Measure 15 ----------------------------
Measure 16 ----------------------------
Measure 17 ----------------------------
Measure 18 ----------------------------
Measure 19 ----------------------------
Measure 20 ----------------------------
Measure 21 ----------------------------
Measure 15 ----------------------------
Measure 16 ----------------------------
Measure 17 ----------------------------
Measure 18 ----------------------------
Measure 19 ----------------------------
Measure 20 ----------------------------
Measure 21 ----------------------------
3 Headline
1 Headline
1 DDA
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Select 3 to 5 Performance MeasuresACROSS THE
BOTTOM OF THE ORG CHART
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
20 60 20 Rule
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Primary v. Secondary
Direct v. Indirect
Internal v. External
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Ruth Jordan
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Watermain Breaks per yearLondon Ontario
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Next Generation Contracting / Commissioning
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How Population Performance
AccountabilityFIT TOGETHER
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THE LINKAGE Between POPULATION and PERFORMANCE
POPULATIONOUTCOMES
Contributionrelationship
Alignmentof measures
Job Training Program
Unit costper persontrained
personsreceivingtraining
Appropriateresponsibility
who getliving wage jobs
who getliving wage jobs
CUSTOMEROUTCOMES
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Population Accountability
Result to which you contribute to most directly.
Indicators
Story
Every timeyou presentyour program, Use
atwo-partapproach.
Partners
What would it take?
Your Role as part of a larger strategy.
Your Role
Performance Accountability
Program
Performance measures
Story
Partners
Action plan to get better
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Population Accountability
Result to which you contribute to most directly.
Indicators
Shortcut
Story
Every timeyou presentyour program, Use
atwo-partapproach.
Partners
What would it take?
Your Role as part of a larger strategy.
Your Role
Performance Accountability
Program
Performance measures
Story
Partners
Action plan to get better
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Different Kinds of Progress
1. Data a. Population indicators Actual
turned curves movement for the
better away from the baseline.
b. Program performance measures
customer progress and better service
How much did we do?
How well did we do it? Is
anyone better off?
2. Accomplishments Positive activities, not
included above.
3. Stories behind the statistics that show how
individuals are better off.
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Board of Directors MeetingAGENDA
1. New data
1. New data
2. New story behind the curves
2. New story behind the curves
3. New partners
3. New partners
4. New information on what works.
4. New information on what works.
5. New information on financing
5. New information on financing
6. Changes to action plan and budget
6. Changes to action plan and budget
7. Adjourn
7. Adjourn
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SUMMARY
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RBA in a Nutshell2 3 - 7
plus language discipline      Results
Indicators      Performance measures
2 - kinds of accountability      Population
accountability      Performance 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.
Baselines Turning the Curve
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THANK YOU !
Book - DVD Ordersamazon.comresultsleadership.org
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DIOLCH !
Book - DVD Ordersamazon.comresultsleadership.org
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Turn the Curve Exercise
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Creating a Working Baselinefrom Group Knowledge
Indicator or Performance Measure
Not OK?
Forecasting
Backcasting
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Turn the Curve Exercise Population Well-being
5 min Starting Points - timekeeper and
reporter - geographic area - two hats (yours
plus partners)
10 min Baseline - pick a result and a curve to
turn - forecast (to 2017) OK or not OK?
15 min Story behind the baseline -
causes/forces at work - information research
agenda part 1 - causes
Two pointers to action
15 min What works? (What would it take?) -
what could work to do better? - each partners
contribution - no-cost / low-cost ideas -
information research agenda part 2 what works
10 min Report convert notes to one page
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4. --------- Off the Wall
ONE PAGE Turn the Curve Report Population
Result _______________
Indicator(Lay Definition)
IndicatorBaseline
Story behind the baseline
---------------------------
--------------------------- (List as many as
needed)
Partners ---------------------------
--------------------------- (List as many
as needed)
Three Best Ideas What Works 1.
--------------------------- 2.
--------------------------- 3.
---------No-cost / low-cost
SharpEdges
4. --------- Off the Wall
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Turn the Curve Exercise Program Performance
5 min Starting Points - timekeeper and
reporter - identify a program to work on -
two hats (yours plus partners)
10 min Performance measure baseline - choose 1
measure to work on from the lower right
quadrant - forecast (to 2017) OK or not OK?
15 min Story behind the baseline -
causes/forces at work - information research
agenda part 1 - causes
Two pointers to action
15 min What works? (What would it take?) -
what could work to do better? - each partners
contribution - no-cost / low-cost ideas -
information research agenda part 2 what works
10 min Report convert notes to one page
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4. --------- Off the Wall
ONE PAGE Turn the Curve Report Performance
Program _______________
Performance Measure (Lay definition)
PerformanceMeasureBaseline
Story behind the baseline
---------------------------
--------------------------- (List as many as
needed)
Partners ---------------------------
--------------------------- (List as many
as needed)
Three Best Ideas What Works 1.
--------------------------- 2.
--------------------------- 3.
---------No-cost / low-cost
SharpEdges
4. --------- Off the Wall
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Turn the Curve Exercise LessonsTalk to Action
in an hour
1. How was this different from other processes?
What worked and what didnt work?
2. Why did we ask for a. Results before
indicators? b. Forecast? c. Story? d. No cost
/ low cost? e. Two hats? f. Crazy idea? g.
Only 3 best ideas?
3. Do you think a lay audience could understand
the reports?
4. How many think you could lead this exercise
with a small group? (2 curves at the same
time)
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Next Steps
Whats one thing I could personally
do with what I learned today?
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Resources
raguide.org resultsaccountability.com/publications
RBA Facebook Group Coreassets.com (work in
Merthyr Tydfil and 3 other local counciils)
Book - DVD Ordersamazon.comresultsleadership.org
86
DIOLCH !
Book - DVD Ordersamazon.comresultsleadership.org