Effort
Customer Satisfaction
Quantity
Quality
How much did we do?
How well did we do it?
Did we
treat you
well?
Effect
Is anyone better off?
Did we
help you
with your
problems
More about customer satisfaction
RESTAURANT SIGN IN NAIROBI
"Customers who find the waitresses
rude, ought to see the manager."
RBA expert in each unit
1. Ask each program to assign someone to become the
in-house RBA expert. (Treat this like a technical
support function like an in-house computer expert.)
2. Have these people practice and get good at selecting
performance measures and running the Turn the
Curve Exercises.
3. Create a network of in-house experts so they can
support each other, learn how to do joint RBA training
and coaching.
4. Ask the in-house experts to review the RBA SelfAssessment Questionnaire (and create a score if
useful) on a regular basis.
Select 3 to 5 Performance Measures
ACROSS THE BOTTOM OF THE ORG
CHART
3-5
3-5
3-5
3-5
3-5
3-5
3-5
3-5
3-5
20 – 60 – 20 Rule
3-5
3-5
Christus Saint Vincent's Medical Center
Santa Fe, NM
Turned curve on high end ER Use
Etre Kathy <karmijoetre@msn.com>
Watermain Breaks per year
London Ontario
Watermain Breaks per Year
300
35
30
250
25
200
150
100
Start of
Replacement
Program
Trend without
renewal
15
Trend of
Financial Plan
10
50
0
1970
5
1980
1990
Main Breaks
Pipe age (right axis)
Trend (Main Breaks without Renewal)
2000
2010
2020
2030
"Main Breaks without renewal
Trend (Financial Plan forecast)
0
2040
pipe age
20
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
POPULATION
RESULTS
Healthy People
Rate of low birth-weight babies
Clean Environment
Percent fully ready per K-entry assessment
Prosperous Economy
Rate of unemployment
Alignment
of measures
PERFORMANCE ACCOUNTABILITY
Job Training Program
# persons
receiving
training
Unit cost
per person
trained
# who get
jobs & keep
jobs (at 6
months)
% who get
jobs & keep
jobs (at 6
months)
Contribution
relationship
Appropriate
responsibility
CUSTOMER
RESULTS
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births
Rate of low birth-weight babies
POPULATION
RESULTS
Stable Families
Rate of child abuse and neglect
Children Ready for School
Percent fully ready per K-entry assessment
Alignment
of measures
PERFORMANCE ACCOUNTABILITY
Pre-natal Nutrition Program
# of
women
served
%
attendance
# low
birth-weight
births (for
participating
women)
% low
birth-weight
births (for
participating
women)
Contribution
relationship
Appropriate
responsibility
Unit cost
CUSTOMER
RESULTS
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births
Rate of low birth-weight babies
POPULATION
RESULTS
Stable Families
Rate of child abuse and neglect
Children Ready for School
Percent fully ready per K-entry assessment
PERFORMANCE ACCOUNTABILITY
Child Protective Services
# of
investigations
completed
% initiated
within 24 hrs
of report
# repeat
Abuse/Neglect
% repeat
Abuse/Neglect
CUSTOMER
RESULTS
Contribution
relationship
Alignment
of measures
Appropriate
responsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
POPULATION
RESULTS
Healthy Births
Rate of low birth-weight babies
Children Ready for School
Percent fully ready per K-entry assessment
Self-sufficient Families
Percent of parents earning a living wage
Alignmen
of measure
PERFORMANCE ACCOUNTABILITY
Job Training Program
# persons
receiving
training
Unit cost
per person
trained
# who get
living wage
jobs
% who get
living wage
jobs
Contribution
relationship
Appropriate
responsibility
CUSTOMER
RESULTS
RESULTS BASED BUDGETING
Do we need it?
POPULATION ACCOUNTABILITY
Is it working?
PERFORMANCE ACCOUNTABILITY
The Results Scorecard
www.resultsleadership.org/scorecard
Well-Known Alternatives
to Results-Based Budgeting
● Line Item Budgeting
● Program Budgeting
● Zero-based Budgeting
● Needs-Based Budgeting
● Program Planning and Budgeting
● Bottom Line Budgeting
● Management by Objectives Budgeting
LESS Well-Known Alternatives
to Results-Based Budgeting
● Fear-Based Budgeting
● Fantasy-Based Budgeting
● Power-Based Budgeting
● Guess-Based Budgeting
● Guilt-Based Budgeting
● Caffeine-Based Budgeting
● Carbon-Based Budgeting
● Bouillabaissed Budgeting
My question is: Are
Arewe
we making
making aancontribution?
impact?
EXERCISES
The first step in performance accountability is to
DRAW A FENCE
Around something that has
ORGANIZATIONAL OR FUNCTIONAL IDENTITY
The Whole
Organization
Division A
Division B
Unit
Unit
1
Division C
RBA/OBA Least Harm Cutback Exercise 1: POPULATION
Least harm to POPULATION quality of life (Population Accountability)
1. Identify a population result/outcome to which your organization
most directly contributes. (e.g. Healthy People, Sustainable
Environment, Children Ready for School)
2. What is your organization's role in contributing to this
result/outcome?
3. What do you do that causes the greatest contribution?
4. What do you do that causes the least contribution? (Least harm cut
candidates)
5. How could you change the way you do your work so as to make the
same, or close to the same, contribution with less resources? (Least
harm cut candidates)
- Time: 5 minutes for each question
- Record answers for each question.
- Report 3 best ideas and reasoning
RBA/OBA Least Harm Cutback Exercise 2: PERFORMANCE
Least harm to CUSTOMERS' quality of life (Performance Accountability)
1. Identify one service.
2. Identify the primary customer group.
3. What are you doing that is most effective in improving the lives of
your customers?
4. What is least effective? (Least harm cut candidates)
5. How could you change the way you do your work so as to make the
same, or close to the same, contribution with less resources? (Least
harm cut candidates)
- Time: 5 minutes for each question
- Record answers for each question.
- Report 3 best ideas and reasoning
20 Minute
Exercise
2 customers
1 measure
1 measure
Discuss how
we’re doing
2 partners
2 what
works ideas
(1 nc/lc)
Discuss how
to implement
40
20 Minute
Exercise
1 population
POPULATION ACCOUNTABILITY
1. What population are we concerned about?
(e.g. U.S. population)
1 result
1 indicator
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)
Discuss how
we’re doing
2 partners
2 what
works ideas
(1 nc/lc)
Discuss how
to implement
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?
The Future without Results
Smoking Prevalence & Breast Screening
BOPDHB rate
or estimate
Target
Smoking prevalence (Māori):
42%
5%
Breast screening (Maori):
53%
70%
Some things to talk about
1. Dual purpose of performance reporting
2. Relationship of Story to Action
3. Story elements: What's working and what's not
4. Be more specific about which goals are attained
5. Customer satisfaction UR/LR
6. Observation vs. self report
7. The importance of stories
8. Contribution to WA quality of life
9. UTILITY: Growing the work by using it.