Outcomes-Based
Accountability
TM
“Turning the Curve”
The Fiscal Policy Studies Institute
Websites
raguide.org
resultsaccountability.com
Book - DVD Orders
amazon.com
resultsleadership.org
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
Outcomes-Based Accountability
is made up of two parts:
Population Accountability
about the well-being of
WHOLE POPULATIONS
For Communities – Cities – Counties – States - Nations
Performance Accountability
about the well-being of
CUSTOMER POPULATIONS
For Services – Agencies – and Service Systems
COMMON
LANGUAGE
THE LANGUAGE TRAP
Too many terms. Too few definitions. Too little discipline
Benchmark
Outcome
Result
Modifiers
Indicator
Measurable Core
Urgent
Qualitative
Priority
Programmatic
Targeted
Performance
Incremental Strategic
Systemic
Measure
Goal
Objective
Target
CoreYour
qualitative
made
upsystemic
jargonobjectives
here
Measurable
urgentstrategic
indicators
Lewis Carroll Center for Language Disorders
DEFINITIONS
OUTCOME or RESULT
1. A condition of well-being for
Population
children, adults, families or communities.
Children born healthy
healthy, Children ready for school,
school
Safe communities,
Environment, Prosperous Economy
communities Clean Environment
INDICATOR or BENCHMARK
2. A measure which helps quantify the achievement
of an outcome.
Rate of low-birthweight babies
babies, Percent ready at K entry
entry,
rate air quality index,
index unemployment rate
crime rate,
Performance
PERFORMANCE MEASURE
3. A measure of how well a program, agency or service
system is working.
1. How much did we do?
Three types: 2. How well did we do it?
3. Is anyone better off? = Customer Outcome
IS IT A RESULT, INDICATOR OR
PERFORMANCE MEASURE?
RESULT 1.
INDICATOR 2.
PERF. MEASURE 3.
RESULT 4.
INDICATOR 5.
RESULT 6.
INDICATOR 7.
Safe Communities
Crime rate
Average police response time
People are physically & mentally healthy
Rate of heart disease
People have living wage jobs and income
% of people with living wage jobs and income
PERF. MEASURE 8. %
of participants in job training who get living
wage jobs
POPULATION
ACCOUNTABILITY
Community Outcomes
for 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
City of London
Ontario, Canada
Priority Results
● A Strong Economy
● A Vibrant Diverse Community
● A Green and Growing City
● A Reliable Infrastructure
● A Safe City
Source:
Draft Strategic Plan Sept 2011
CARDIFF, WALES
Community Outcomes
1. People in Cardiff are healthy
2. Cardiff has a clean attractive and sustainable
environment
3. People in Cardiff are safe and feel safe
4. Cardiff has a thriving and prosperous
economy
5. People in Cardiff achieve their full potential.
6. Cardiff is a great place to live, work and play.
7. Cardiff has a fair, just and inclusive society.
New Zealand
Cardiff, Wales
Santa Cruz County
Kruidenbuurt
Tilburg, Netherlands
Leaking Roof
(Outcomes thinking in everyday life)
Experience
Inches of Water
BASELINE
Measure
Not OK
? Fixed
Turning the Curve
Story behind the baseline (causes)
Partners
What Works
Action Plan #2
Outcomes
Experience
Indicators
Baseline & Story
Alcohol-Related Traffic Fatalities
United States 1975 to 2005
30
75 people per
day
25
45 people per
day
Tho usand s
20
15
MADD
10
28 people
per day
5
2005
2010
Source 1982 to 2005: Actual data from the NHTSA Fatality Analysis Reporting System (FARS)
Source 1975 to 1981: Estimate based on NHTSA data on % of fatality drivers with BAC of .10 or greater.
2000
1990
1982
1980
1975
0
Christchurch, New Zealand
Number of Graffiti Sites
FY 2002 to FY 2010
no. of Tagged Sites visited
2002/03
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
20
01
/0
20 2
02
/0
20 3
03
/0
20 4
04
/0
20 5
05
/0
20 6
06
/0
20 7
07
/0
20 8
08
/0
20 9
09
/1
0
no. of sites
2001/02
year
2009/10
Newcastle, UK
20.00%
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Ncle 14.5 14.5 16.8 14.5
Revised 9 Nov 2007
17
15
11.9 10.6
9.5
9.3
Nov 08 –
Jan 09
8.5
Source: Connexions Tyne and Wear, UK
PERFORMANCE
ACCOUNTABILITY
“All Performance Measures
that have ever existed
for any service
in the history of the universe
involve answering two sets of
interlocking questions.”
Service Performance Measures
Quantity
Quality
How
Much
How
Well
did we do?
did we do it?
(#)
(%)
Performance Measures
Effort
How hard did we try?
Effect
Is anyone better off?
Service Performance Measures
Effort
How
Much
How
Well
Effect
Quantity
Quality
Input
Effort
How much
service did
we deliver?
How well
did we
deliver it?
Output
Effect
Service Performance Measures
How much
change / effect
did we produce?
What quality of
change / effect
did we produce?
Effect
Effort
Service Performance Measures
Quantity
Quality
How much
did we do?
How well
did we do it?
Is anyone
better off?
#
%
Effort
Education
Quantity
Quality
How much did we do?
How well did we do it?
Number of
students
Student-teacher
ratio
Effect
Is anyone better off?
Number of 16 olds
with 5 A to C
GCSE’s
Percent of 16 yr olds
with 5 A to C
GCSE’s
Number with good
school attendance
Percent with good
school attendance
Effort
Drug/Alcohol Treatment Program
Quantity
Quality
How much did we do?
How well did we do it?
Number of
persons
treated
Percent of
staff with
training/
certification
Effect
Is anyone better off?
Number of clients Percent of clients
off of alcohol &
off of alcohol &
drugs
drugs
- at exit
- 12 months after exit
- at exit
- 12 months after exit
Effort
Waste Management Services
Quantity
Quality
How much did we do?
How well did we do it?
# tonnes of residential
waste
Unit cost
per tonne
collected
Effect
Is anyone better off?
#/amt to land fill
% to land fill
#/amt diverted from
landfill
% diverted from
landfill
Effort
Fire Department
Quantity
Quality
How much did we do?
How well did we do it?
Number of
responses
Response
Time
Effect
Is anyone better off?
# of fires
kept to
room of origin
% of fires
kept to
room of origin
Effort
Not All Performance Measures Are Created Equal
Quantity
Quality
Quality
How much did we do?
How well did we do it?
Least
Also
Very Important
Important
Effect
Is anyone better off?
Most
Important
Effort
The Matter of Control
Quantity
Quality
How much did we do?
How well did we do it?
Most
Control
Effect
Is anyone better off?
Least
Control
PARTNERSHIPS
Performance Accountability
Types of Measures found in each Quadrant
How much did we do?
How well did we do it?
# Clients/customers
served
% Common measures
# Activities (by type
of activity)
% Activity-specific
measures
e.g. client staff ratio, workload ratio, staff
turnover rate, staff morale, % staff fully
trained, % clients seen in their own language,
worker safety, unit cost
e.g. % timely, % clients completing activity,
% correct and complete, % meeting standard
Is anyone better off?
% Skills / Knowledge
#
#
#
#
Point in Time
vs.
2 Point
Comparison
#
(e.g. parenting skills)
% Attitude / Opinion
%
(e.g. toward drugs)
% Behavior
(e.g.school attendance)
% Circumstance
(e.g. working, in stable housing)
School Hospital Job Training Fire Department
Service: __________________________________
How much did we do?
How well did we do it?
Primary customers
persons trained
patients
# students
Unit cost
Primary activity
hours
diagnostic
alarms
courses
of tests
# job
instruction to
responded
Workload ratio
% of ___x___ that
happen on time
Is anyone better off?
If your service works really well,
how are your customer's better off?
#
students
who
persons
get
patients
fully
keptwho
to room
% fires
graduate
jobs
recover
of
origin
Primary v.
Secondary
Direct v.
Indirect
Internal v.
External
LR
UR
Baseline & Story
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
Advanced Baseline Display
Create targets
only when they are:
FAIR & USEFUL
Aspiration
NOT
Punishment
Goal (line)
Target or Standard
●
Avoid publicly declaring
targets by year if possible.
x
Your Baseline
Comparison Baseline
Instead:
Count anything better
than baseline as progress.
How
Population
&
Performance
Accountability
FIT TOGETHER
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births
Rate of low birth-weight babies
POPULATION
OUTCOMES
Children Ready for School
Percent fully ready per K-entry assessment
Self-sufficient Families
Percent of parents earning a living wage
PERFORMANCE ACCOUNTABILITY
Job Training Program
# persons
receiving
training
Unit cost
per person
trained
# who get
living wage jobs
% who get
living wage jobs
CUSTOMER
OUTCOMES
Contribution
relationship
Alignment
of measures
Appropriate
responsibility
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.
Board of Directors Meeting
AGENDA
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
SUMMARY
OBA in a Nutshell
2–3-7
2 - kinds of accountability plus language discipline
Population accountability
Performance accountability
Outcomes & Indicators
Performance measures
3 - kinds of performance measures.
How much did we do?
How well did we do it?
Is anyone better off?
7 - questions from ends to means in less than
an hour. Baselines and Turning the Curve
“If I include you,
you will be my partner.
If I exclude you,
you will be my judge.”
- Rosell
Turn the Curve Exercise
POPULATION
Creating a Working Baseline
from Group Knowledge
Indicator or Performance Measure
65%
Now
Not OK?
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 to 2017 – 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
4. --------- Off the Wall
ONE PAGE Turn the Curve Report: Population
Outcome: _______________
Indicator
Baseline
Indicator
(Lay Definition)
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
4. --------- Off the Wall
Sharp
Edges
Turn the Curve Exercise – Lessons
Talk to Action in an hour
1. How was this different from other processes?
What worked and what didn’t work?
2. Why did we ask for:
a. Results before indicators?
b. Forecast?
c. Story?
d. No cost / low cost?
e. Two hats?
f. Crazy idea?
g. Only 3 best ideas?
3. Do you think a lay audience could understand
the reports?
4. How many think you could lead this exercise
with a small group? (2+ curves at the same time)
Resources
www.raguide.org
www.resultsaccountability.com
RBA Facebook Group
Book - DVD Orders
amazon.com
resultsleadership.org
“If you do what you
always did,
you will get what
you always got.”
Kenneth W. Jenkins
President, Yonkers NY NAACP
THANK YOU !
Websites
raguide.org
resultsaccountability.com
--------Book - DVD Orders-------amazon.com
resultsleadership.org