Community Balanced Scorecards and Effective Community Governance Paul Epstein Results That Matter...

Community Balanced Scorecardsand Effective Community Governance

Paul Epstein Results That Matter

Team (www.RTMteam.net)

Community Indicators Consortium Webinar

March 8, 2012

http://www.rtmteam.org/

About Us Epstein & Fass Associates: Results That

Matter Team www.RTMteam.net

• Measuring and improving performance since 1985

• Consulted for organizations with a wide range of missions from all levels of government, the UN, and U.S. & international NGOs

• Lifetime Achievement Award from ASPA for Performance Measurement Practice

• Three books include Results That Matter (Jossey-Bass, 2006) which features Effective Community Governance

• Community Balanced Scorecard Tools Used by Public Health Partnerships & Subsidized Housing Communities (and for training by U.S. & International Community Building NGOs)

• State Strategy Projects to Support Performance Management & Public Health Accreditation

Results That Matter Team (www.RTMteam.net) 2

http://www.rtmteam.net/


Community Indicators

High Level Outcomes

3Results That Matter Team (www.RTMteam.net)



Challenge: Improve Community Outcomes that No One Organization Can Improve On Its Own

• Map a “macro strategy” to:– Structure a plan to achieve a community vision

– Communicate strategy to help stakeholders find their roles and become partners in improving outcomes

• Focus measurement on performance drivers as well as the outcomes to be improved– Most community outcomes are lagging indicators

– Performance drivers are leading indicators

– Each partner takes responsibility for leading indicators

– All partners have mutual accountability for outcomes



Origins of Community Balanced Scorecards

• Looking for a new way to implement Effective Community Governance

• Observations by Results That Matter Team– Paul Epstein: An effective community change

program in Ukraine had a “hidden” balanced scorecard strategy

– Lyle Wray: Communities could benefit from strategic alignment power of balanced scorecards if they could be broadened to multiple partners


Effective Community Governance Model Basis for book RESULTS THAT MATTER (Jossey-Bass, 2006)

Measuring Results

1 3

2

4

2. Organizations Managing for Results

1. Community Problem Solving

4. Communities Governing for

Results

3. Citizens Reaching for Results

Align 2 or 3 “Core Skills” to Get 4 “Advanced Governance Practices”

Engaging Citizens

Getting Things Done

(Public & Private)

6

5 Main Engagement Roles for Citizens

Citizens as:• Stakeholders:

• Advocates • Issue Framers:

• Evaluators • Collaborators:

Key Variations of Three Roles:•Customers•Owners•Interested Parties

•Foundation Builders (e.g., set a vision, strategic goals, long-term outcome indicators)•Agenda Setters (e.g., identify issues to address, budget or policy priorities, service targets)•Problem Definers•Solution Identifiers

•Compromisers•Co-producers•Asset Leveragers



Improving How Communities Improve Themselves

How do communities with effective governanceimprove themselves?

Four Community Improvement Themes:• Robust citizen engagement in multiple roles • Use of performance feedback in organizational or

community decisions • Linking desired results to resources and

accountable people or organizations• Use of collaborations




Community Balanced Scorecard (CBSC)

• Like a Balanced Scorecard (BSC): An integrated strategic planning and management system but community-focused– Maps strategies based on cause & effect assumptions across different

perspectives or “views.”

– Communicates vision, mission, and strategy to stakeholders

• Pulls community together around common outcomes– Leverages assets from all partners or sectors

– Aligns partners behind a common strategy for faster, measurable results

– Creates each partner’s accountability for driving performance

– Creates mutual accountability for improving community outcomes

Intended for issues that cannot be resolvedby one organization.


10

Execution Gap

Community Balanced Scorecards improve the Alignment and Execution of Strategies Across Community Partners

No Strategic AlignmentHigh Level Goals

Power of Strategic Alignment

Achieve Community Outcomes

GovernmentAgencies Businesses

Schools Colleges &Universities

FaithCommunities

NonprofitsCommunityGroups

Families & Individuals

Community Balanced Scorecard Components

Performance Measures, Targets, &

Initiatives

Perspectives

Vision, Overall or by Issue or “Theme”

CommunityPriorities

Strategy MapStrategic Objectives



Perspectives: Different Views of the Community



Organizational BSC PerspectivesPerspectives can vary by organization, especially outside the business sector

Traditional Business

Perspectives

• Financial Performance

• Customer

• Internal Business Process

• Learning & Growth

HartfordPublic Library

• End Results

• Processes & Practices

• Learning and Growth

• Leadership and Development

City of Charlotte, North Carolina

• Serve the Customer

• Run the Business

• Manage Resources

• Develop Employees



Public Health

Partnerships

• Community Health Status

• Community Implementation

• Community Process & Learning

• Community Assets

Detroit Communities

of Hope

• Quality of Life Outcomes

• Community Implementation

• Community Capabilities & Learning

• Community Assets

RDA Donbass,Ukraine

• Quality of Life Outcomes

• Projects & Services

• Community Governance Processes

• Leadership & Engagement

CBSC Perspectives: Examples



How Donbass perspectives relate to the effective community governance model:

Leadership & Engagement

Governance Processes

Projects & Services

Quality of Life Outcomes

The most important Measurable Results

Implementing systems & processes that empower citizens, use measurement, & enable advanced community governance practices.

Engaging citizens and building community leadership

Assu

med

cau

se &

effec

tGetting Things Done in order to achieve measurable results

15

Модель качества жизни развитая в АМР Донбасс в соответствии с 4 взглядами на качество жизни общества

Результаты качества жизни

Увеличение дохода и

снижение уровня

безработицы

Улучшение сохранности

и Безопасност

и

Улучшение Качества

Окружающей среды

Расширение Возможностей для

Молодежи и ихразвития

Улучшение Бытовых и Жизненных

Условий

Стратегия улучшения качества жизни в ДонбассеВзгляды:

Проекты и услуги

Улучшение образования

для людей всех возрастов

Улучшение здравоохранения, соцобеспечения

и Законодательной

базы

Расширение культурных и исторических возможностей

Работа с молодежью

Процессы управления в сообществе

Achieve Project Analytical

QualityAssurance

Использование информации более эффективно, например,

Информационный центр, Общественный паспорт

Эффективное консультирование

и управление вместе с властью

Лидерство ивовлечение

Развитие и обучение

комитета по программам

Развитие и обучение

гражданских волонтеров

Продолжение работы по вовлечению

граждан

Привлечение открытых и частных

инвестиций

16

You often need to “zoom in” from:• a “top level” strategy map• to maps with more focus


Cascading the strategy


STRATEGY TO IMPROVE HOUSING Strategic Objectives

Incorporate Citizen Participation into

Governance

Improve Legal

Services


View:

Projects & Services

Community Governance Processes

Leadership& Engagement

ImproveHousing &

LivingConditions

Improve Maintenance

Services

Attract Public & Private

Investment

Develop & Train Citizen Volunteers

18

STRATEGY TO IMPROVE HOUSING Sample Initiatives & Measures for 4 Related Objectives


Governance

Measure:

- Percent of residents satisfied with housing maintenance

Measure:- Percent of resident-reported maintenance problems solved

Initiatives:- Organize resident housing committees- Train residents to monitor building maintenanceMeasures:- Number of committees registered- Number of residents who complete monitoring training

Initiative:- Initiate resident monitoring & communication to maintenance companies- Measure:- Percent of participating citizens satisfied that their engagement makes a difference

Improve Maintenance

Services

ImproveHousing &

LivingConditions


View:

Projects & Services




19

20

Document Objective Details

From:Residents are organized in only 3 buildings. All others seem to be waiting for maintenance companies to fix things on their own or for government to make companies fix things without citizen advocacy.

To:All multi-family buildings have several residents serving as volunteer leaders of resident groups, and several residents trained in systematic maintenance monitoring to aid advocacy.

Theme: Improve Housing Objective: Develop & Train Citizen Volunteers“Owner” (Responsible Partner): Northeast Neighborhood Association

Performance Measures & Targets: By the end of 2012,Northeast Neighborhood Association will:– Organize residents of 12 multi-family buildings to establish housing

committees, and get them registered for public standing & support.– Train 60 residents in a full program of maintenance monitoring.

Desired Change

Initiatives:– Organize resident housing committees and train leaders– Train residents to monitor building maintenance

STRATEGY TO IMPROVE HOUSING Sample Initiatives & Measures for 3 Related Objectives

Improve Maintenance

Services

Initiative:- Launch multi-family building project Measures:- Percent of residents living in overcrowded homes - Percent of families living in homes with modern heating- Percent of residents who have noticed neighborhood improvements

Attract Public & Private Investment

Initiatives:- Upgrade heating systems in oldest buildings- Expand beautification competitions to all neighborhoodsMeasures:- No. of buildings with heating systems upgraded- No. of neighborhoods with beautification competitions- No. of neighborhoods that implement ongoing outdoor maintenance after competitions

Initiatives:- Apply for corporate or federal capital improvement grants - Increase donor pool for (small) local grantsMeasure:- Rubles per capita of capital grants received- Rubles per capita of local grants

ImproveHousing &

LivingConditions


View:

Projects & Services



21

SAMPLE STRATEGY FOR A WHOLE COMMUNITY,with Housing as a “Strategic Theme”

Increase Income and Employment

Improve Safety and Security

ImproveEcology

Expand YouthOpportunities

& Development

ImproveHousing &

LivingConditions

Strategic Objectives

Improve Education for People of All

Ages

Improve Legal

Services

Expand Cultural, Historical, & Recreation

Opportunities

Work with Youth

Use InformationEffectively

Develop & Train Program

Committee

Keep Expanding Community

Outreach

Improve Maintenance

Services


Governance


View:

Projects & Services



Attract Public & Private

Investment


22

Perspectives in Current Practice for Public Health Community Balanced Scorecards & Strategy Maps

Community Assets

Community Implementation

Community Health Status

Community Process & Learning

Assu

med

cau

se &

effec

t



# 1Assess, Disse-

minate Population

Health Status &PH Issues

# 7Promote

Strategies to Improve Access to Services

# 2Investigate, Contain PH Problems &

Hazards

Minimize Risks

# 6Enforce

Public Health Laws

“Top Level Strategy Map” Based on PHAB Domains, Including the 10 Essential Services of Public Health

# 3Inform, Educate About PH Issues

(Promote Health)

# 4Engage the

Community to ID & Address

Health Problems

# 5Develop PH Policies &

Plans

# 9Evaluate &

Improve Processes,

Programs, & Interventions

# 10Contribute to & Apply

the Evidence Base of PH

# 8Maintain a

Competent PH Workforce

#12Maintain

Capacity to Engage the PH

Governing Entity

STRATEGIC OBJECTIVES (“Generic Categories” for Issue-specific Strategic Objectives)Perspectives

Community Health StatusHealth Outcomes, Disparities,Determinants, Risks.

Community ImplementationProjects, services, & actions to improve health or the conditions for health.

CommunityProcess & Learning

All policy, planning, & decision processes that can affect health. Also, gathering & using information.

Community AssetsFinancial & non-financial resources (e.g., people, organizations, partnerships, facilities, equipment) and how they function to support health strategies.

Improve Health

Outcomes & Eliminate

Disparities

#11Maintain

Administrative & Management

Capacity

24

You often need to “zoom in” from:• a “top level” strategy map• to maps with more details.


Cascading the strategy


Examples of Community Health Themes (Vision 2020, Cheshire County, NH)

Vision: Become the healthiest community in the nation

STRATEGIC OBJECTIVESPerspective

Community Assets

Community Health

Outcomes

Community Implemen-

tation


Social Determ

inants of Health

Social Support Netw

orks

Health Education &

Awareness

26

Active Living

Healthy Eating

Perspective

Com

mun

ity H

ealth

O

utco

mes

Com

mun

ity Im

plem

en-

tatio

nVision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.

Increase Active Living

Improve Access & Safety of Outdoor & Indoor Recreational

Venues

Inform/Support people to increase

active living

V2020 Active LivingStrategy Map - DRAFT

Increase the physical activity levels of youth and adults

Increase percentage of adults who are at a healthy weight

STRATEGIC OBJECTIVES

Minimize Obesity & Eliminate Disparities

Improve the Built Environment for

Active Living

Enforce Policiesthat Increase Active

Living

27

Improve Access and Safety of Outdoor/Indoor

Recreational Venues



Active Living

Perspective

Com

mun

ity

Hea

lth

Out

com

es

Com

mun

ity

Impl

emen

-ta

tion

Com

mun

ity P

roce

ss

& L

earn

ing

Inform/Support people to increase active living


Vision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.






Living

Develop & Advocate for Policies, Plans & Programs that increase active living

Evaluate and Improve Programs and Projects

Monitor & Share Health Outcome Data

Identify and Use Best Practices

28

Develop & Advocate for Policies, Plans & Programs that increase active living

Improve Access and Safety of Outdoor/Indoor

Recreational Venues



Active Living

Perspective

Com

mun

ity

Asse

ts

Com

mun

ity

Hea

lth

Out

com

es

Com

mun

ity

Impl

emen

-ta

tion

Com

mun

ity

Proc

ess

& L

earn

ing

Inform/Support people to increase active living

Evaluate and Improve Programs and Projects

Monitor & Share Health Outcome Data


Vision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.

Identify and Use Best Practices






Living

Align and expand Health Providers’ role in the promotion of

Active Living

Engage individuals & organizations in action around

active living where people live, learn, work & play

Maximize existing resources, pursue

funding opportunities, and build capacity

Community Indicators

High Level Outcomes



Highest Level Outcomes

Population Outcomes

Place Outcomes

Lagging & Leading Indicators

Population & place outcomes tend to “lag”


So you need performance drivers that “lead” to enable mid-course corrections to your strategy.

Some performance drivers are participant outcomes


Population & Participant Outcomes



Performance Drivers to Outcomes

Chains of Success in a CBSC35Results That Matter Team (www.RTMteam.net)

Performance Driver

Population or Place Outcomes

Performance Drivers, including Participant Outcomes


STRATEGIC OBJECTIVESPerspective

Community Assets

Community Health Status

Community Implemen-

tation


Improve outcomes for people with, or at risk of, behavioral health problems

Monitor needs by problem type & demographics

Improve access to behavioral health

resources

Reduce risk of behavioral health crises, including

hospitalizations & suicides

Develop & advocate for new or improved programs & policies on

behavioral health

Increase early identification & treatment

Educate “gatekeepers” (health workers, educators, employers, first responders, & others) about behavioral health 36

Research & seek funding for

opportunities to use evidenced-

based best practices

Continually update knowledge & skills of behavioral health

professionals

37

Wood County Performance Measures for Highlighted Objectives

COMMUNI

TY ASSE

TS

Educate “gatekeepers” (health workers, educators, employers, first responders, & other stakeholders) about behavioral health Performance Driver: # of “gatekeepers*” trained in identifying & responding to

behavioral health concerns Performance Driver: # of gatekeepers who report that the training enhanced their

ability to respond to behaviors of concern in others. Performance Driver (Participant Outcome): # of gatekeepers who report having

applied the knowledge learned in training situations in their life.

COMMUNI

TY IMPLEMENTATION

Increase early identification & treatmentPerformance Drivers: # of youth and adults who are screened for depression # of youth identified for early behavioral health concerns # of youth who receive treatment due to the screening process

COMMUNI

TY HEAL

TH STAT

US

Improve outcomes for people with, or at risk of, behavioral health problemsPopulation Outcomes: Suicide rate Substance abuse rates for youth Hospitalization rates for behavioral health

Info on Objectives to Manage the Strategy

• Objective Description• Desired Change: From-To Gap• Performance measures & targets (scorecard)

– Include baseline or historical data as available– Costs or revenue can sometimes be measures

• “Owner” & team: Consider “Results Compacts”• Existing initiatives and priority new initiatives• Add periodic data for a strategic performance

management system

Results That Matter Team (www.RTMteam.net) 38


Monitor Implementation by Theme & by Partner

Create & select different scorecards for themes, programs, organizational units, partners


Individual Partner Scorecards


Track partner performance data vs. targets

Can also track each partner’s use of grant budget vs. targets for each period

Zoom-in for More Data on Individual Measures

In this case, on an IPad44

Cascade Scorecards for a Strategic Performance Mgt System


Tobacco Reduction Scorecard

Healthy Eating & Active Living Scorecard

Top Level Scorecard

Partner A Scorecard

Partner B Scorecard

Themes

Partners’ Scorecards

• Change scorecards by clicking your mouse• Data for multiple scorecards only entered once• Calculated measures possible based on data entered from multiple sources• Roll-up measures possible based on data entered by multiple users

Top Level

High Blood Pressure Control Scorecard

Alcohol Consumption Scorecard

Contact Information

Results That Matter Team• Paul Epstein: [email protected] or 212-349-1719

Questions?


mailto:[email protected]


Community Balanced Scorecards and Effective Community Governance Paul Epstein Results That Matter...

Documents

Transcript of Community Balanced Scorecards and Effective Community Governance Paul Epstein Results That Matter...