results based accountability the fiscal policy studies institute santa fe, new mexico 1
DESCRIPTION
Results Accountability is made up of two parts: Performance Accountability is about the well-being of CLIENT POPULATIONS For Programs – Agencies – and Service Systems Population Accountability is about the well-being of WHOLE POPULATIONS For Communities – Cities – Counties – States - Nations 3TRANSCRIPT
Results BasedAccountability
The Fiscal Policy Studies InstituteSanta Fe, New Mexico
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What is RBA?RBA is a disciplined way of thinking and taking action that can be used to improve the quality of life in communities.
It can also be used to improve the performance of programs, agencies and service systems.
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Results Accountabilityis made up of two parts:
Performance Accountabilityis about the well-being ofCLIENT POPULATIONS
For Programs – Agencies – and Service Systems
Population Accountabilityis about the well-being ofWHOLE POPULATIONS
For Communities – Cities – Counties – States - Nations
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DEFINITIONSRESULT or OUTCOME
INDICATOR
PERFORMANCE MEASURE
A condition of well-being for children, adults, families or communities.
A measure which helps quantify the achievement of a result.
A measure of how well a program, agency or service system is working.
Popu
latio
nPe
rform
ance
Children born healthy
Rate of low-birthweight babies
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Percent of eligible pre-natal clients enrolled in xyz home visiting program.
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The Matter of Baselines
Baselines have two parts: history and forecast
H
M
L
History Forecast
Turning the Curve
OK?
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How much did we do?
Program Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
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How much did we do? How well did we do it?
Is anyone better off?
# Clients/customers served
# Activities
% 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
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How much did we do? How well did we do it?
Is anyone better off?
LeastImportant
Quantity Quality
Effe
ct
E
ffort
MostImportant
Least
Most
AlsoVery Important
How much did we do?
MDH Leadership Training
How well did we do it?
Is anyone better off?
Number ofemployees receiving
leadership training
Percent of employees in the ELP who are satisfied with the
leadership training program
Quantity Quality
Effe
ct
E
ffort
# of employees who graduated from the ELP who were promoted to a
leadership position
% of employees who graduated from the ELP who were promoted to a
leadership position
Program: _______________Performance Measure
(Lay definition)PerformanceMeasureBaseline
Story behind the baseline ---------------------------
Partners ---------------------------
Three Best Ideas – What Works 1. --------------------------- 2. --------------------------- 3. ---------No-cost / low-cost
ONE PAGE Turn the Curve Report: Performance
Action Plan
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
How Population
&Performance Accountability
FIT TOGETHER
Contributionrelationship
THE LINK Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITYResult: Minnesotans are healthy
Your role: Ensure a highly skilled and stable state public health workforce.
CUSTOMERRESULTS
PERFORMANCE ACCOUNTABILITYMDH Leadership Training Program
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Number ofemployees receiving
leadership training
Percent of employees in the
ELP who are satisfied with the
leadership training program
# of employees who graduated
from the ELP who were promoted to a leadership position
% of employees who graduated
from the ELP who were promoted to a leadership position
Every timeyou make a
presentation,
use atwo-partapproach
Result: to which you contribute to most directly.Population Accountability
Program:
Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
RBA at MDH RBA 101 training sponsored by the Governor’s Office
July 2012
RBA 101 for all managers and supervisors November 2012 OPI internal training, consultation, facilitation to:
Executive Leadership Team Consultation Health Steering Team Consultation Interested divisions/sections
RBA 101 for Local Public Health and MDH May 2013 EO requirement for Performance Measures by May 2014
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Population Accountability Track MDH activities:
Health Steering Team developed results and indicators for the department
Use of RBA criteria Communication power Proxy power Data power
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Population Accountability Track
Next steps: Monitor and communicate the data. Create a dashboard. What curves need to be turned? Divisions/Offices encouraged to develop additional
indicators, as needed, and engage with community partners to “turn the curve” when appropriate.
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Performance Accountability Track
Mark’s advice: Identify performance measures Simplify reporting Turn the curve on performance Post charts on the wall
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Infrastructure and Support Mark’s advice:
RBA expert in each unit RBA Practice Community Self Assessment Questionnaire Highlight/communicate RBA success
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Infrastructure and Support
MDH Activities: Office of Performance Improvement expertise and support Intranet resources and library Train the Trainer - RBA Performance Measure Development
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Where Does RBA Fit?
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Where Does RBA Fit?
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Where Does RBA Fit?
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Where Does RBA Fit?
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Resources:
Trying Hard is Not Good Enough, Mark Friedman
RBA Website: www.raguide.org
RBA Monthly Newsletter:http://us5.campaign-archive2.com/?u=fb3578ba8f13ca8294610fc9e&id=20214c10e7&e=1dbc0bff8f
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Vermont Department of Health:http://healthvermont.gov/hv2020/#toolkit