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Outcomes based accountability 101 (2009)
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Transcript of Outcomes based accountability 101 (2009)
Outcome BasedAccountability
The Fiscal Policy Studies InstituteSanta Fe, New Mexico
Websitesraguide.org
resultsaccountability.com
Book - DVD Ordersamazon.com
resultsleadership.org
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
Outcome Based Accountabilityis made up of two parts:
Performance Accountabilityabout the well-being of
CUSTOMER POPULATIONSFor Programs – Agencies – and Service Systems
Population Accountabilityabout the well-being of
WHOLE POPULATIONSFor Communities – Cities – Counties – States - Nations
Results and Performance Accountability
COMMON LANGUAGE
COMMON SENSE
COMMON GROUND
THE LANGUAGE TRAPToo many terms. Too few definitions. Too little discipline
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 DisordersMeasurable urgent systemic indicatorsCore qualitative strategic objectivesYour made up jargon here
DEFINITIONS
Being Healthy - Staying Safe - Enjoying and achievingMaking a Positive Contribution - Economic Well-being
Rate of low-birthweight babies - Rate of confirmed child abuse Percent 16 & 19 yr. olds with 5 A-C GCSE’s - Rate of volunteering Rate of child poverty
1. How much did we do? 2. How well did we do it? 3. Is anyone better off?
OUTCOME
INDICATOR
PERFORMANCE MEASURE
A condition of well-being for children, adults, families or communities.
A measure which helps quantify the achievement of an outcome.
A measure of how well a program, agency or service system is working. Three types:
= Customer Outcome
Popu
latio
nPe
rfor
man
ce
Safe Communities - Clean Environment
Crime rate - Air quality index
From Ends to Means
ENDS
MEANS
From Talk to ActionPo
pula
tion
Perf
orm
ance
OUTCOME
INDICATOR
PERFORMANCEMEASURE
Customer outcome = EndsService delivery = Means
From Talk to Action
1. Safe Community
2. Crime Rate
3. Average Police Dept response time
4. An educated workforce
5. Adult literacy rate
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
IS IT A OUTCOME, INDICATOR OR PERFORMANCE MEASURE?
OUTCOME
INDICATOR
PERF. MEASURE
OUTCOME
INDICATOR
OUTCOME
INDICATOR
PERF. MEASURE
Results – Indicators – Performance Measures in
Amharic, Cambodian, Laotian, Somali, Spanish, Tigrigna, Vietnamese
Translation Guide/Rosetta StoneNot 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.
OUTCOME RESULT GOAL
TRANSLATION
Back to the Idea
POPULATIONACCOUNTABILITY
Fiscal Policy Studies InstituteSanta Fe, New Mexicowww.resultsaccountability.comwww.raguide.org
For Whole Populationsin a Geographic Area
Community Outcomesfor Christchurch, NZ
1. A Safe City
2. A City of Inclusive and Diverse Communities
3. A City of People who Value and Protect the Natural Environment
4. A Well-Governed City
5. A Prosperous City
6. A Healthy City
7. A City for Recreation, Fun and Creativity
8. City of Lifelong Learning
9. An Attractive and Well-Designed City
Outcomes forChildren, Families and Communities
A Working List● Healthy Births
● Healthy Children and Adults
● Children Ready for School
● Children Succeeding in School
● Young People Staying Out of Trouble
● Stable Families
● Families with Adequate Income
● Safe and Supportive Communities
Georgia Policy Councilfor Children and Families
RESULTS
● Healthy Children
● Children Ready for School
● Children Succeeding in School
● Strong Families
● Self Sufficient Families
Every Child Matters – Children Act
Outcomes for Children and Young People
Being Healthy: enjoying good physical and mental health and living a healthy lifestyle.
Staying Safe: being protected from harm and neglect and growing up able to look after themselves.
Enjoying and Achieving: getting the most out of life and developing broad skills for adulthood.
Making a Positive Contribution: to the community and to society and not engaging in anti-social or offending behaviour.
Economic Well-being: overcoming socio-economic disadvantages to achieve their full potential in life.
1. Health & Emotional Well-being
2. Quality of life
3. Making a positive contribution
4. Exercising choice & control
5. Freedom from discrimination & harassment
6. Economic well being
7. Personal dignity & respect
Our Health, Our Care, Our Say – White Paper
Outcomes for Adults
Source: A New Outcomes Framework for Performance Assessment of Adult Social Care 2006 - 07
Note that 8. Effective leadership and (9. Effective commissioning are means and not ends
Georgia
Lehigh Valley, PADayton, OH
Santa Cruz, CA
REPO
RT C
ARDS
New Zealand Kruidenbuurt Tilburg, Netherlands
Portsmouth, UK
Country Neighborhood
City
Leaking Roof(Outcomes thinking in everyday life)
Experience
Measure
Story behind the baseline (causes)
Partners
What Works
Action Plan
Inches of WaterBASELINE
? Fixed
Not OK
Turning the Curve
Action Plan #2
Outcomes
Criteria for
Choosing Indicatorsas Primary vs. Secondary Measures
Communication Power
Proxy Power
Data Power
Does the indicator communicate to a broad range of audiences?
Does the indicator say something of central importance about the outcome?
Does the indicator bring along the data HERD?
Quality data available on a timely basis.
Choosing IndicatorsWorksheet
Outcome _______________________________
Candidate IndicatorsCommunication
PowerProxyPower
DataPower
H M L
H
Measure 1
Measure 2
Measure 3
Measure 4
Measure 5
Measure 6
Measure 7
Measure 8
HData
Development
Agenda
Safe Community
H M L H M L
H H
H L
Three Part Indicator List for each Outcome
Part 1: Primary Indicators
Part 2: Secondary Indicators
Part 3: Data Development Agenda
● 2 or 3 or 4 “Headline” Indicators● What this outcome “means” to the community● Meets the Public Square Test
● Everything else that’s any good (Nothing is wasted.)● Used later in the Story behind the Curve
● New data● Data in need of repair (quality,timeliness etc.)
The Matter of Baselines
Baselines have two parts: history and forecast
H
M
L
History Forecast
Turning the CurvePoint to Point
OK?
The Cost of Bad Outcomes
Invest in prevention to reduce or avoid out-year costs.
The costs of remediating problems after they occur
InvestmentTrackCost
$300 billion
Revenue
Convergenceof Cost & Revenue
2005
COST OF BAD OUTCOMESUnited States 1970 to 2010
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
Ncle 14.5 14.5 16.8 14.5 17 15 11.9 10.6 9.5 9.3
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: Connexions Tyne and Wear, UK
Newcastle, UK
Revised 9 Nov 2007
Figure 5: Pre and Post Turning the Curve ExerciseBreakdown of offences committed for the data periods 01/01/04 -
31/03/04 and 01/01/05 - 31/03/05
0255075
100125150175200225250
01/01/04 - 31/03/04 01/01/05 - 31/03/05
Criminal Damage Public Order Theft Overall Decrease
Paulsgrove, Portsmouth, UK
Youth Nuisance
MADD
Rebound
Alternative to Traditional Evaluation Methods:DEMONSTRATING a CONTRIBUTION
to complex change efforts… requires 3 elements:
Given a Curve to Turn
1 We tried a bunch of stuff that had a credible
chance of making a difference …
2 …and it had a timely relationship to….
3 …. a turn in the curve.
c FPSI
- Rosell
“If I include you,you will be my partner.
If I exclude you,you will be my judge.”
Performance Accountability
For Services, Agencies and Service Systems
Fiscal Policy Studies InstituteSanta Fe, New Mexicowww.resultsaccountability.comwww.raguide.org
“All Performance Measures
that have ever existed
for any service
in the history of the universe
involve answering two sets of
interlocking questions.”
HowMuchdid we do?
( # )
HowWell
did we do it?
( % )
Quantity Quality
Program Performance Measures
EffortHow hard did we try?
EffectIs anyone better off?
Performance Measures
Effort
Effect
HowMuch
HowWell
Program Performance Measures
How much service did we deliver?
Program Performance Measures
How welldid we
deliver it?
How much change / effect
did we produce?
What quality of change / effect
did we produce?
Quantity Quality
Effe
ct
Effo
rt
O
utpu
t
In
put
How much did we do?
Program Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Number of 16 olds with 5 A to C
GCSE’s
Number of fixedterm exclusions
Percent of 16 yr olds with 5 A to C
GCSE’s
Rate of fixedterm exclusions
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Number of 16 olds with 5 A to C
GCSE’s
Number with goodschool attendance
Percent of 16 yr olds with 5 A to C
GCSE’s
Percent with goodschool attendance
How much did we do?
Pediatric Practice
How well did we do it?
Is anyone better off?
Number ofpatientstreated
Percent ofpatients treated
in less than1 hour
Quantity Quality
Effe
ct
E
ffort
#children
fullyimmunized
(in the practice)
%children
fullyimmunized
(in the practice)
How much did we do?
Drug/Alcohol Treatment Program
How well did we do it?
Is anyone better off?
Number ofpersonstreated
Percent ofstaff withtraining/
certification
Number of clientsoff of alcohol & drugs - at exit - 12 months after exit
Percent of clientsoff of alcohol & drugs - at exit - 12 months after exit
Quantity Quality
Effe
ct
E
ffort
How much did we do?
Home Care Services
How well did we do it?
Is anyone better off?
# of persons served
# visits
# visits per week
Ave length of visit
% service users who say the service is reliable, flexible, respectful, friendly (SPRU))
Rate entry into hospital, residential or nursing care
% carers report the service helped the service user remain at home
# entry into hospital, residential or nursing care
# carers report the service helped the service user remain at home
How much did we do?
Fire Department
How well did we do it?
Is anyone better off?
Number ofresponses
ResponseTime
Quantity Quality
Effe
ct
E
ffort
# of fireskept to
room of origin
% of fireskept to
room of origin
How much did we do?
General Motors
How well did we do it?
Is anyone better off?
# of production hrs
# tons of steel
Employees pervehicle
produced
# of cars sold
$ Amount of Profit
$ Car value after 2 years
Quantity Quality
Effe
ct
E
ffort
Source: USA Today 9/28/98
% Market share
Profit per share
% Car value after 2 years
How much did we do?
Not All Performance Measures Are Created Equal
How well did we do it?
Is anyone better off?
LeastImportant
Quantity Quality
Effe
ct
E
ffort
MostImportant
Least
Most
AlsoVery Important
Quality
RBA Categories Account for All Performance Measures(in the history of the universe)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Product Output Impact
Process Input
Effe
ctEf
fort
Cost
TQM
Effectiveness
Efficiency
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
Product Output Impact
RBA Categories Account for All Performance Measures(in the history of the universe)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investmentClient results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
1. Did we treat you well?
2. Did we help you with your problems?
*
Product Output Impact
RBA Categories Account for All Performance Measures(in the history of the universe)
* World’s simplest completecustomer satisfaction survey
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
Product Output Impact
RBA Categories Account for All Performance Measures(in the history of the universe)
How much did we do?
The Matter of Control
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort
LeastControl
PARTNERSHIPS
MostControl
The Matter of Use
1. First Purpose is to Improve Performance as a contribution to improving results
2. Avoid the Performance Measurement Equals Punishment Trap
● Acknowledge the experience as real.
● Work to create a healthy organizational environment
● Start small.
● Build bottom-up and top-down simultaneously.
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
Comparing Performance
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
Comparing Performance
1. To Ourselves First
Can we do better than our own history?
Using a BaselineCHART ON THE
WALL
Comparing Performance
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
Reward?
Punish?
3. To Standards When we know what good performance is.
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
Comparing Performance
3. To Standards When we know what good performance is.
The Matter of Standards
Quantity
Effe
ctEf
fort
1. Quality of Effort Standards aresometimes WELL ESTABLISHED
● Child care staffing ratios● Application processing time● Handicap accessibility● Child abuse response time
2. Quality of Effect Standards arealmost always EXPERIMENTAL
● Hospital recovery rates ● Employment placement and retention rates● Recidivism rates
3. Both require aLEVEL PLAYING FIELD and an ESTABLISHED RECORDof what good performance is.
BUT
AND
Advanced Baseline Display
Your Baseline
Comparison Baseline
Goal (line)Target or Standard
Instead:Count anything better than baseline as progress.
Avoid publicly declaringtargets by year if possible.
●
Create targets only when they are:
FAIR & USEFUL
How much did we do?
Program Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
Lay
Definition
All Data have two Incarnations
Technical
Definition
Graduation Rate % enrolled June 1 who graduate June 15
% enrolled Sept 30 who graduate June 15
% enrolled 9th grade who graduate in 12th grade
How much did we do?
Separating the Wheat from the ChaffTypes of Measures Found in Each Quadrant
How well did we do it?
Is anyone better off?
# Clients/customers served
# Activities (by type of activity)
% Common measurese.g. client staff ratio, workload ratio, staffturnover rate, staff morale, % staff fully trained, % clients seen in their own language,worker safety, unit cost
% Skills / Knowledge (e.g. parenting skills)
#
% Attitude / Opinion (e.g. toward drugs)
#
% Behavior (e.g.school attendance)
#
% Circumstance (e.g. working, in stable housing)
#
% Activity-specific measures
e.g. % timely, % clients completing activity, % correct and complete, % meeting standard
Point in Time vs. Point to Point
Improvement
How much did we do?
Choosing Headline Measures and the Data Development Agenda
How well did we do it?
Is anyone better off?
Quantity Quality
E
ffect
Effo
rt
# Measure 1 ----------------------------
# Measure 2 ----------------------------
# Measure 3 ----------------------------
# Measure 4 ----------------------------
# Measure 5 ----------------------------
# Measure 6 ----------------------------
# Measure 7 ----------------------------
#1 Headline
#2 Headline
#3 Headline
#1 DDA
#2 DDA
#3 DDA% Measure 8 ----------------------------
% Measure 9 -----------------------------
% Measure 10 ---------------------------
% Measure 11 ---------------------------
% Measure 12 ---------------------------
% Measure 13 ---------------------------
% Measure 14 ---------------------------
# 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 ----------------------------
Select 3 to 5 Performance Measuresat each level of the organization
3 - 5 3 - 5 3 - 5
3 - 5 3 - 5 3 - 5
3 - 5
Pick the 3 – 5 most important of the 9 – 15 measures or create composites.
“Get over it!”Be disciplined about what’s most important. Don’t get distracted.
?
. .
Customer Outcomes
LR
UR
How Population
&Performance Accountability
FIT TOGETHER
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Being Healthy Rate of low birth-weight babiesStaying Safe Rate of child abuse and neglect Enjoying and Achieving Percent with 5 A-C GCSE’s
CUSTOMEROUTCOMES
# ofinvestigations
completed
% initiatedwithin 24 hrs
of report
# repeatAbuse/Neglect
% repeatAbuse/Neglect
PERFORMANCE ACCOUNTABILITY
POPULATIONOUTCOMES
Child Protection Service
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births Rate of low birth-weight babiesChildren Ready for School Percent fully ready per K-entry assessmentSelf-sufficient Families Percent of parents earning a living wage
CUSTOMEROUTCOMES
# personsreceivingtraining
Unit costper person
trained
# who getliving wage jobs
% who getliving wage jobs
PERFORMANCE ACCOUNTABILITY
POPULATIONOUTCOMES
Job Training Program
Every timeyou make a
presentation,
use atwo-part
approach
Outcome: to which you contribute to most directly.
Indicators:
Story:
Partners:
What would it take?:
Your Role: as part of a larger strategy.
Population Accountability
Service:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Every timeyou make a
presentation,
use atwo-partformat
Result: to which you contribute to most directly.
Indicators:
Story:
Partners:
What would it take?:
Your Role: within the larger strategy.
Population Accountability
Service:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Different Kinds of Progress
1. Data
a. Population indicators Actual turned curves: movement for the better away from the baseline.
b. Service 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. Anecdotes: Stories behind the statistics that show how individuals are better off.
Population Results
1. Population2. Results (Outcomes, Goals)3. Indicators (Benchmarks) Data Development Agenda Report Card4. Baseline5. Story behind the baseline Cost of Bad Results Research Agenda Part 1
6. Partners 7. What works Research Agenda Part 2
8. Action Plan (strategy)9. Funding Plan (budget)
Program Performance
1. Customers (Clients)2. Performance measures Customer results Quality of Effort Quantity of Effort Data Development Agenda3. Baseline4. Story behind the baseline Research Agenda Part 1
5. Partners6. What works Agency/program actions Partner's actions Research Agenda Part 2
7. Action Plan (strategy)8. Funding Plan
Framework:
__________
Framework Crosswalk Analysis
(For Population Well-being, Across Communities, Across Systems)
(For Programs, Agencies and Service Systems)
Example
Input
Activity
Output
Outcome
Goal
Logic Model
Board of Directors MeetingAGENDA
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
What’s Next?A Basic Action Plan for Outcome Based Accountability
TRACK 1: POPULATION ACCOUNTABILITY
● Establish outcomes● Establish indicators, baselines and charts on the wall● Create an indicators report card● Set tables (action groups) to turn curves
TRACK 2: PERFORMANCE ACCOUNTABILITY
● Performance measures, and charts on the wall for programs, agencies and service systems● Use 7 Questions program by program in management, budgeting and strategic planning
IN CLOSING
“If you do what you always did,
you will get what you always got.”
Kenneth W. JenkinsPresident, Yonkers NY NAACP
------Book - DVD Orders------amazon.com
resultsleadership.org
THANK YOU !Websites
raguide.orgresultsaccountability.com
EXERCISES
Fiscal Policy Studies InstituteSanta Fe, New Mexicowww.resultsaccountability.comwww.raguide.org
30
35
40
45
50
55
60
65
70
2001 2002 2003 2004 2005 2006 2007 2008
North West
England
North West incl Eng & Maths
England incl Eng & Maths
2008 National Target
GCSE 5+ A*-C
All Children and Young People in the NW Succeed in Literacy and Numeracyand Can Lead Productive Lives
PSA 10
This is our baseline
How do we maintain
momentum?
20
25
30
35
40
45
50
55
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Und
er 1
8 co
ncep
tion
rate
s pe
r 10
00, 1
5-17
yea
r ol
d fe
mal
es
North West
England
2010 National Target
Under 18 Conception Rates
All Children and Young People in the NW Have Healthy Lifestylesand Productive Lives
PSA 3
This is our baseline
How do we turn the curve?
Manchester
North West
England
2
4
6
8
10
12
14
16
2004 2005 2006 2007 2008 2009 2010
Manchester
North West
England
Percentage NEET
All Children and Young People in the NW Can Lead Productive Lives
PSA 12Projected reduction required to meet 2010 target Actual Data
60
65
70
75
80
2004 2005 2006 2007 2008
North West
England
2006 National Target
Percentage of 19 year olds with at least Level 2 qualification
All Children and Young People in the NW Can Lead Productive Lives
PSA 11
This is our baseline
How do we maintain momentum?
5
6
7
8
9
10
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
North West
England
Percentage care leavers with 5+ GCSEs A*-C
All children and young people in the NW live in stable and safe environments and Can Lead Productive Lives
PSA
This is our baseline
Turn the Curve Exercise: Population Well-being
5 min: Starting Points - timekeeper and reporter - geographic area - two hats (yours plus partner’s)
10 min: Baseline - pick an outcome, and an indicator curve to turn - forecast – OK or not OK?
15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes
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
Two pointers to action
ONE PAGE Turn the Curve Report: Population
Outcome: _______________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
4. --------- Off the Wall
The first step in performance accountability is to
DRAW A FENCEAround something that has
ORGANIZATIONAL OR FUNCTIONAL IDENTITY
The Whole Organization
Division ADivision B
Unit
Division C
FunctionUnit
1
Creating a Working Baselinefrom Group Knowledge
Now
Graduation Rate
75% Not OK?
BackcastingForecasting
Turn the Curve Exercise: Program Performance
5 min: Starting Points - timekeeper and reporter - identify a program to work on - two hats (yours plus partner’s)
10 min: Performance measure baseline - choose 1 measure to work on – from the lower right quadrant - forecast – OK or not OK?
15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes
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
Two pointers to action
Service: _______________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
ONE PAGE Turn the Curve Report: Performance
SharpEdges
4. --------- Off the Wall
4. --------- Off the Wall
THANK YOU !
WEBSITES:
www.raguide.orgwww.resultsaccountability.com
BOOK ORDERS: www.trafford.comwww.amazon.com
2 customers
1 measure
1 measure
Discuss how we’re doing
2 partners
2 what works ideas
(1 nc/lc)
Discuss how to implement
20 MinuteExercise
40
1 population
1 result
1 indicator
Discuss how we’re doing
2 partners
2 what works ideas
(1 nc/lc)
Discuss how to implement
20 MinuteExercise
1. What population are we concerned about? (e.g. U.S. population)
2. What condition(s) do we want for this population? (Americans are free of cancer.)
3. How could we measure these conditions? ( (e.g. cancer rates)
4. How are we doing on the most important
of these measures? (baseline history)5. Who are the partners with a role to play in doing better?6. What works – what would it take – to do better? (What is our role?)7. What do we propose to do?
POPULATION ACCOUNTABILITY
Some datafor the
Turn the CurveExercises
30
35
40
45
50
55
60
65
70
2001 2002 2003 2004 2005 2006 2007 2008
North West
England
North West incl Eng & Maths
England incl Eng & Maths
2008 National Target
GCSE 5+ A*-C
All Children and Young People in the NW Succeed in Literacy and Numeracyand Can Lead Productive Lives
PSA 10
This is our baseline
How do we maintain
momentum?
20
25
30
35
40
45
50
55
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Und
er 1
8 co
ncep
tion
rate
s pe
r 10
00, 1
5-17
yea
r ol
d fe
mal
es
North West
England
2010 National Target
Under 18 Conception Rates
All Children and Young People in the NW Have Healthy Lifestylesand Productive Lives
PSA 3
This is our baseline
How do we turn the curve?
Manchester
North West
England
2
4
6
8
10
12
14
16
2004 2005 2006 2007 2008 2009 2010
Manchester
North West
England
Percentage NEET
All Children and Young People in the NW Can Lead Productive Lives
PSA 12Projected reduction required to meet 2010 target Actual Data
60
65
70
75
80
2004 2005 2006 2007 2008
North West
England
2006 National Target
Percentage of 19 year olds with at least Level 2 qualification
All Children and Young People in the NW Can Lead Productive Lives
PSA 11
This is our baseline
How do we maintain momentum?
5
6
7
8
9
10
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
North West
England
Percentage care leavers with 5+ GCSEs A*-C
All children and young people in the NW live in stable and safe environments and Can Lead Productive Lives
PSA
This is our baseline