Results-Based Accountability TM 101 Handouts
Copyright © 2017 Clear Impact | www.clearimpact.com
Results-Based AccountabilityTM
Handouts
United Way of Larimer County
August 2, 2018
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2 Kinds of AccountabilityPopulation and Performance
3 Kinds of Performance MeasuresHow Much, How Well, Better Off
5 Core Questions to Turn the CurveBaseline, Story Behind the Curve, Partners, What Works, Action Plan
Used by communities to improve quality of life and by organizations to improve program performance
Results-Based AccountabilityIn a Nutshell
5 core questions based on the 7 population and performance questions developed by Mark Friedman.2
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PerformanceMeasure
A measure of how well a program, agency or service system is working.
IndicatorA measure which helps quantify the achievement of a result.
ResultA condition of well-being for children, adults, families or communities.
ProgramA program, agency, strategy, solution, or service system
RBA Definitions
PopulationAccountability
PerformanceAccountability
• Children Born Healthy• Children Ready for School• Safe Communities• Clean Environment• Prosperous Economy
• Rate of low-birth weight babies• Percent ready at K entry• Crime rate• Air quality index• Unemployment rate
1. How much did we do? 2. How well did we do it? 3. Is anyone better off?
Three Types
• Department of Public Health• Foundation• Nonprofit / Community-based Organization• Promise Neighborhood Partner• Early Childhood Education Service System
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5 - Turn the Curve Thinking Questions
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5. What is our actionplan to turn the curve?
2. What is the storybehind the curve?
3. Who are the partnerswho have a role to playin turning the curve?
4. What works toturn the curve?
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1. How are we doing?
Turn the Curve?
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# %/#
# %
Quantity QualityEf
fect
Effo
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How much did we do? How well did we do it?
Is anyone better off?
Performance Measurement Matrix
# of Customers Served
# Activities
# Skills / Knowledge
# Attitude / Opinion
# Behavior
# Circumstance/Condition
% Skills / Knowledge
% Attitude / Opinion
% Behavior
% Circumstance/Condition
How productive?
Customer Satisfaction
Retention Rates
Following Protocols
Are we doing things right?
Are we doing the right things?5
Population Level Turn the Curve to identify system level strategies
Strategy level – Backbone Turn the Curve to implement system level strategies
Activity Level – Program work Turn the Curve to implement effective activities/programs
• Results• Population Level Indicators
• Strategies• System Performance Measures for the implementation of strategies• Aggregated common program Performance Measures
• Activities/Programs• Program/Activity Performance Measures
RBA Levels
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EXERCISE: SELECTING PERFORMANCE MEASURES Program/Strategy: ______________________________________________________________
Goal/Purpose: _________________________________________________________________
______________________________________________________________________________
Customer: _____________________________________________________________________
In the box below, list potential Performance Measures. Information you need to implement the Strategy and achieve the desired impact.
How much did we do? (#) __________________________________ __________________________________ __________________________________ __________________________________
How well did we do it? (#/%) __________________________________ __________________________________ __________________________________ __________________________________
Is anyone better off? (#/) __________________________________ __________________________________ __________________________________ __________________________________
Is anyone better off? (%) __________________________________ __________________________________ __________________________________ __________________________________
Results-Based Accountability Performance Measures Prioritization Worksheet
Program: Performance Measures Communication
Power Importance Power
Data Power
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Results-Based Accountability Performance Measures Prioritization Worksheet
Criteria
High Medium Low
Communication Power PM communicates to a broad range of audiences
• Uses clear language • Passes the public square
test
• Language imprecise or unclear
• Uses phrases that might only make sense to those connected to the work
• Contains acronyms • Uses jargon • Complex concepts
make it difficult to catch on first read
Importance/Proxy Power PM rises above others in its ability to impact the Result
• Strong association to moving the Result
• As indicator improves, other associated indicators also improve
• Moderate association to improving the Program (in relation to other PMs connected to the Program)
• Weak association to improving the Program
• Does not bring other PMs along with it
Data Power Quality data available on a timely basis
• Data is available • Data has high integrity • Data is cost-effective to
produce and collect
• Data available but maybe no a regular basis
• Data does not have high reliability, but the data collection is done in a way that is formulaic
• Data neither expensive nor cheap to generate
• Data not currently available
• Data validity is questionable
• Data costly to generate
Introduction to Results-Based Accountability TM 101 Workbook
Copyright © 2016 Clear Impact | www.clearimpact.com
EXERCISE: TTC: PERF MEASURES trategy Name:
Headline performance measure:
What is the Story Behind the Curve? What are the top 3 contributing factors to this performance?
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Who are the partners who have a role to Turn the Curve?
What works to Turn the Curve: Brainstorm all possible solutions including no-cost and low-cost ideas and at least “off the wall” idea. Prioritize the ideas that have the most leverage to improve your measures.
What is our Action Plan to Turn the Curve? Who will do it? When will it be completed? Develop your strategy below.
Ideas Priority
No-cost/Low-cost Idea:
Off the wall idea:
Action Step Responsible Target Date Status
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