Outcome Based Accountability™ Getting from Talk to Action www. davidburnby. co. uk This presentation is based on the intellectual property of the Fiscal Policy Studies Institute (FPSI), Sante Fe, New Mexico, USA and is made available by permission of the owners for use free of charge by government and non-profit/voluntary sector organisations. For information about licensing arrangements for other uses, please consult http: //www. resultsaccountability. com/RBA_OBA_Licensing%20 Fee_Requirements. htm. Outcome Based Accountability and OBA are trade marks of the FPSI.
Fiscal Policy Studies Institute Santé Fe, New Mexico www. resultsbasedaccountabilty. com www. raguide. org www. resultsleadership. org (publications)
Outcome Based Accountability™ • • • Simple Common Sense Plain Language Minimum Paper Useful
Outcome Accountability • Common Language • Common Sense • Common Ground
Outcome Accountability is made up of two parts: Population Accountability about the well-being of WHOLE POPULATIONS for neighbourhoods – districts – regions - countries Performance Accountability About the well-being of CLIENT POPULATIONS for projects – agencies – service providers
The Language Trap Too many terms, Too few definitions, Too little discipline Qualitative Performance Measures! Benchmark Outcome Measurable Systemic Objectives! Result Modifiers Indicator Priority Strategic Outcomes! Measurable Core Goal Urgent Qualitative Priority Programmatic Targeted Performance Targeted Incremental Strategic Results! Systemic Measure Objective Target
Definitions • Outcomes • Indicators • Performance Measures
Definitions OUTCOMES “A condition of well-being for children, adults, families or communities. ” • Children born healthy • Children succeeding in school • Safe communities • Clean environment • Prosperous economy Positive, jargon-free statements of well-being in plain language that people can understand “A condition of well-being for people in a place. . . ”
Outcomes for Communities: • • Healthy Births Healthy Children and Adults Children Ready for School Children Succeeding in School Young People Staying Out of Trouble Stable Families with Adequate Income Safe and Supportive Communities
Every Child Matters Outcomes • 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.
Adult Social Care Outcomes • • Improved health and emotional well-being Improved quality of life Making a positive contribution Exercise of choice and control Freedom from discrimination and harassment Economic well-being Personal dignity From our health, our care, our say: a new direction for community services, NHS, January 2006
Definitions INDICATORS A measure which helps quantify the achievement of an outcome. • • • Rate of low birth weight babies Key stage test scores Violent Crime Rates Air Quality Index VAT Registrations (Children Born Healthy) (Children Enjoying & Achieving) (Safe Community) (Clean Environment) (Prosperous Economy) How would we recognise these outcomes in measurable terms if we tripped over them?
Definitions PERFORMANCE MEASURES A measure to evaluate how well a programme, agency or service system is working. Three questions: • How much did we do? (quantity) • How well did we do it? (quality) • Is anyone better off as a result? (quantity and quality of effect or customer/client outcomes) Performance measures tell us how well service providers are working as opposed to the impact on whole populations
From ends to means. . . From talk to action. . . Population Accountability “A condition of well-being for children, adults, families or communities” Performance Accountability OUTCOMES PERFORMANCE MEASURES INDICATORS ENDS “A measure which helps quantify the achievement of an outcome” “A measure to evaluate how well a programme, agency or service system is working” MEANS
Population and Performance Accountability OUTCOME: All Young People in (a place) are Healthy INDICATOR Obesity Rate End Young people attending active lifestyle programme All Young People in (a place) WHOLE POPULATION Contribution PERFORMANCE MEASURE % Young people attending losing weight Means
Outcome, Indicator or Performance Measure? 1. Safe Communities 2. Crime Rate 3. Average Police Response Time 4. Young people making a Positive Contribution 5. First time entrants to Youth Justice System 6. Teenage Conception Rate 7. Social care users treated with dignity & respect 8. Achievement of 5 A*-C grades at GCSE
Outcome, Indicator or Performance Measure? 1. Safe Communities 2. Crime Rate Outcome Indicator 3. Average Police Response Time P. Measure 4. Young people making a Positive Contribution Outcome Indicator P. Measure ? 5. First time entrants to Youth Justice System 6. Teenage Conception Rate 7. Social care users treated with dignity & respect 8. Achievement of 5 A*-C grades at GCSE If the question is “How are we doing as a community on education attainment? ” If the question is “How good is XYZ school at raising educational attainment? ” Indicator P. Measure
The Leaking Roof (Outcomes Thinking in Everyday Life) Experience Measure Inches of Water Not OK Forecast Fixed? Time Story behind the baseline (causes) Partners What Works? Action Plan (Strategy)
![POPULATION OUTCOME All Adults in [a place] “All Adults are Healthy and Successful” •](https://present5.com/presentation/322053bc270ea106d8c1a7f629d2269b/image-19.jpg "POPULATION OUTCOME All Adults in [a place] “All Adults are Healthy and Successful” •")
POPULATION OUTCOME All Adults in [a place] “All Adults are Healthy and Successful” • What would this outcome look like if we could see it, hear it, feel it? EXPERIENCE For example. . INDICATORS & BASELINES STORY Behind the baselines 1. 2. 3. All age, all cause mortality rate 16+ current smoking rate Healthy life expectancy at Age 65 History • The causes, the forces at work • What’s driving the baselines? Where we’re going (if nothing changes) The Curve to Turn Data Development Agenda (Pt 1) With a role to play • Public, Private and Voluntary Sector • Community groups • Residents WHAT WORKS • What would it take to turn the curve? • Best practice Data • Best hunches Development PARTNERS ACTION PLAN Agenda (Pt 2) • What we propose to do, how and by when
The 7 Population Accountability Questions 1. What are the quality of life conditions we want for the children, adults and families who live in our community? (Outcomes) 2. How could we experience these conditions? What would they look/sound/feel like? 3. How can we measure these conditions? (Indicators & Baselines) 4. What are the forces and drivers at work? Why is the baseline shaped the way it is? (The Story Behind the Baseline) 5. Who are the Partners that have a role to play in doing better? 6. What works to do better, including no cost/low cost ideas? 7. What do we propose to do? (Action Plan)
Outcome Based Accountability™ Turning the Curve Exercise A process to get from Talk to Action
Turning the Curve Exercise 1. Define the POPULATION 2. Select an OUTCOME 3. Decide what hats you’re going to wear (Who’s missing? ) 4. Select an appropriate indicator (how would we recognise our Outcome? ) i. Brainstorm some possible indicators ii. When the list is exhausted, using the prioritisation grid, rate each indicator HIGH, MEDIUM or LOW against the following criteria. . .
Criteria for Selecting Indicators • Communication Power Ø Does the indicator communicate to a broad range of audiences? (Does it pass the “Town Square” test? ) Ø Indicators should be common sense and compelling, not arcane and bureaucratic • Proxy Power Ø Does the indicator say something of central importance about the outcome? Ø Does the indicator bring along the data HERD? • Data Power Ø Is quality data available on a timely basis?
Criteria for Choosing Indicators Outcome Adult Health & Wellbeing ________________ Candidate Proxy Communication Indicators Mortality rate Mortality from cancers Smoking prevalence rate Healthy life expectancy Satisfaction with home and neighbourhood Support to live independently Etc. Power H M L H H Data Power H M L H L Data Development Agenda (Pt 1)
Three Part Indicator List (for each Outcome) • Part 1: Primary Indicators Ø 3 to 5 most important measures that say most about the outcomes we’re striving towards • Part 2: Secondary Indicators ØEverything else that’s any good (Nothing is wasted. ) ØUsed to help inform intelligence information • Part 3: Data Development Agenda ØNew data ØData in need of repair (quality, timeliness etc. )
The Matter of Baselines H M OK? L (point to point improvement) History Baselines have two parts: Forecast Turning the Curve history and forecast
Turning the Curve Exercise 5. Speculate on a baseline… (e. g. Obesity in Primary School Children) Number Forecasting Where are we going? OK? “Backcasting” Where have we been? The curve to turn Time Start with NOW
Turning the Curve Exercise 6. What is the STORY BEHIND THE BASELINE? – What’s going on here? – What’s driving the baseline – why is it moving in the direction it is? – What are the causes and the forces at work? – (Data development agenda 2? ) 7. What Works? What would it take to Turn the Curve? – Three best ideas including: – One no cost, Low cost idea – One Off the Wall idea
Sharp Edges A process to help select better interventions: • SPECIFIC Is it specific enough? • LEVERAGE How much difference will it make? • VALUES Is it consistent with our personal and community values? • REACH Is it feasible and affordable?
Whole Population Turning The Curve Report The definition of the WHOLE POPULATION we want to impact on (e. g. “All young people in Hull” or “All older people in Middlesbrough” etc. ) The desired OUTCOME: The condition of well-being we want for our defined whole population The priority INDICATOR we will use to determine progress towards our OUTCOME The INDICATOR BASELINE made up of the historical data, the projected forecast (if nothing is done) and showing the curve we want to turn Key pointers to action The STORY BEHIND THE BASELINE: What we know about the factors driving the baseline. What are the causes/factors at work? What’s our best community intelligence on this issue? What are the gaps in our knowledge (our DATA DEVELOPMENT AGENDA)? What do we need to know to inform our action plan? Who are the KEY PARTNERS with a role to play in Turning the Curve? These could be public sector service providers, residents, voluntary and community organisations and businesses amongst others WHAT WOULD IT TAKE TO TURN THE CURVE? What’s our best thinking on this, our best hunches? What would work in our community? Always include at least one “No Cost/Low Cost” idea and an “Off The Wall” idea (to generate creative thinking) NB: ONE SIDE OF FLIPCHART PAPER ONLY!
Outcome Based Accountability™ Managing and Improving Performance
Managing Performance using OBA™ “All Performance Measures that have ever existed for any programme in the history of the universe involve answering two sets of interlocking questions…. ”
Programme Performance Measures QUANTITY QUALITY How Much How Well did we do? did we do it? (number) (percent)
Programme Performance Measures Effort How hard did we try? Effect Is anyone any better off?
QUALITY EFFORT OUTPUT INPUT QUANTITY How much service did we deliver? How well did we deliver it? EFFECT Programme Performance Measures How much change/effect did we produce? What quality of change/effect did we produce? Cause Effect
School QUANTITY EFFORT How much did we do? Number of Students QUALITY How well did we do it? Pupil/Teacher Ratio EFFECT Is anyone better off? Number of 16 year of Percentage ofwithyear Number/Percentage 16 year olds 16 5 olds with 5 A to C C GCSEs with 5 A to C olds A to GCSEs Number/percentage with good school Number with good Percentage with good attendance school attendance
Health Clinic QUANTITY EFFORT How much did we do? Number of Patients Treated QUALITY How well did we do it? Percentage of patients treated in less than 1 hour EFFECT Is anyone better off? Recovery Number/ Rate (%) (for patients of the clinic)
Smoking Cessation Programme QUANTITY EFFORT How much did we do? • Number of clients enrolled • Number of courses • Number of nicotine patches issued QUALITY How well did we do it? • % clients completing programme • % counsellors trained to professional standard • % clients saying they were treated well EFFECT Is anyone better off? • Number/Percentage smoke free • At exit of programme • After 12 months • Number/Percentage clients saying they were helped to quit smoking
Child Foster Care QUANTITY EFFORT How much did we do? Number of children placed QUALITY How well did we do it? • % children placed in same school catchment area • % siblings placed together EFFECT Is anyone better off? • Number/Percentage of foster children with good school attendance • Number/Percentage of children in permanent placement within 6 months
Employment Counselling Service EFFECT EFFORT QUANTITY • Number of benefit claimants invited to interview • Number of claimants counselled QUALITY • Number of claimants saying they were treated with dignity and respect • Number of claimants saying they were more committed to finding work • Number/Percentage of service users taking up employment within two months • Number/percentage of service users still in employment after 12 months
Customer Satisfaction EFFECT EFFORT QUANTITY How much did we do? How much change/effect did we produce? QUALITY How well did we do it? What quality of change/effect did we produce? Did we treat you well? Did we help you with your problems? (The world’s simplest and yet complete customer satisfaction survey)
Not All Performance Measures Are Created Equal. . . QUANTITY EFFORT How much did we do? LEAST important QUALITY How well did we do it? Also Very Important EFFECT Is anyone better off? MOST important
The Matter of Control QUANTITY EFFORT How much did we do? QUALITY How well did we do it? MOST control EFFECT Is anyone better off? LESS control PARTNERSHIPS We have the least control over the most important matters
The 7 Performance Accountability Questions 1. Who are our customers? 2. How can we measure if our customers are better off? (Lower Right Quadrant Measures) 3. How can we measure if we are delivering services well? (Upper Right Quadrant measures) 4. How are we doing on the most important of these measures? 5. Who are our partners that have a role to play in doing better? 6. What works to do better, including no-cost and low -cost ideas? 7. What do we propose to do?
Performance Turning The Curve Report The programme, service system or project being performance managed The customers: i. e. the people whose lives are affected (for better or worse) by the actions of the programme The priority PERFORMANCE MEASURE derived in particular from the “How well” and “Better Off” (right hand quadrant) questions The PERFORMANCE MEASURE BASELINE made up of the historical data, the projected forecast (if nothing is done) and showing the curve we want to turn The STORY BEHIND THE BASELINE: What we know about the factors driving the baseline. What are the causes/factors at work? What is our understanding of what’s driving our performance? What are the gaps in our knowledge (our DATA DEVELOPMENT AGENDA)? What do we need to know to inform our action plan? Who are the KEY PARTNERS with a role to play in Turning the Curve? These could be internal departments, service users, suppliers etc. WHAT WOULD IT TAKE TO TURN THE CURVE? What’s our best thinking on this, our best hunches? What would work in our organisation? Always include at least one “No Cost/Low Cost” idea and an “Off The Wall” idea (to generate creative thinking)
Identifying Performance Measures The Five Step Method
Choosing Performance Measures Upper Left Quadrant How much did we do? • Number of customers served – (e. g. Adults over 80 years) – (e. g. Adults with disabilities) – (e. g. Adults from an ethnic minority background) – Etc. Customers are the people who are affected (for better or for worse) by the actions of the programme or service How much did we do? How well did we do it? • Number of Activities – – (e. g. Number of people supported) (e. g. Number of activity sessions) (e. g. Number of newsletters published) Etc. Is anyone better off?
Choosing Performance Measures Upper Right Quadrant How well did we do it? • % Common measures – – – (e. g. % % % Staff turnover rate) Qualified/trained staff) Staff Morale) Customer satisfaction) Unit Cost) How much did we do? How well did we do it? • % Activity specific measures – – (e. g. % % actions timely and correct) clients completing activity) of actions meeting standards) client satisfaction) Is anyone better off?
Choosing Performance Measures Lower Quadrants Is anyone better off? Expressed as NUMBER (for QUANTITY of benefit) and as PERCENTAGE (for QUALITY of benefit) How much did we do? How well did we do it? Is anyone better off?
Finding Performance Measures for Benefit Skills/Knowledge • • • e. g. Qualifications Accreditation Test scores Parenting Skills Knowledge about benefits system Behaviour Attitude/Opinion • e. g. % students expressing high ambition • e. g. % customers felt they were helped with their problems • e. g. School attendance • e. g. Tenants paying rent on time • e. g. Practising safe sex • e. g. Coming off drugs Circumstances • e. g. Graduates into decent paid jobs • e. g. Tenants in stable housing • e. g. In receipt of full benefit entitlement
Choosing Performance Measures Lower Quadrants Is anyone better off? Expressed as NUMBER (for QUANTITY of benefit) and as PERCENTAGE (for QUALITY of benefit) • Number/percentage (Skills/Knowledge) • Number/percentage (Attitude/Opinion) • Number/percentage (Behaviour) • Number/percentage (Circumstance) How much did we do? How well did we do it? Is anyone better off?
Identifying Performance Measures: The Five Step Method How much did we do? How well did we do it? Number of customers served % Common Measures Number of Activities % Activity measures (by customer characteristic) (by type of activity) (Quantity) 3 1 Is anyone better off? 2 (Percentage) 3
Identifying Performance Measures: The Five Step Method QUANTITY How Much ? Number of customers served (by customer characteristic) • Measure 1 • Measure 2 • Measure 3 Number of Activities (by type of activity) • • Measure 1 2 3 4 Better Off (#) QUALITY How Well? • Measure 1 4 • Measure 2 • Measure 3 • Measure 4 • Measure 5 1 DD 3 • Measure 6 5 • Identify measures with good data • Prioritise • Identify & Prioritise Data Development measures Better Off (%)? • Measure 1 • Measure 2 • Measure 3 • Measure 4 • Measure 5 • Measure 6 DD 1 • Headline Measures 2 • Secondary Measures 3 • Data Development Agenda DD 2
Summary of Performance Measures How much did we do? How well did we do it? % Common measures Number of customers served (by customer characteristic) Number of Activities (by type of activity) Workload ratio, staff turnover rate, staff morale, percentage of staff fully trained, worker safety, unit cost, customer satisfaction: Did we treat you well? Etc. % Activity Specific Measures Percentage of actions timely and correct, percentage clients completing activity, percentage of actions meeting standards etc. Is anyone better off? Number/Percentage • Skills/Knowledge • Attitude/Opinion Including customer satisfaction Did we help you with your problems? • Behaviour • Circumstances
Outcome Based Accountability™ More about Using Data and other OBA™ applications
Comparing Performance 1. To ourselves first Can we do any better than our own history? Using a baseline, Chart on the Wall Reward? 2. To others When it’s a FAIR apples/apples comparison 3. To standards When we know what good performance is Punish?
The Matter of Standards 1. Quality of Effort Standards are sometimes WELL ESTABLISHED • • Effort Quantity Childcare staffing ratios Application processing times Disability access facilities Child abuse report response times BUT Effect 2. Quality of Effect Standards are almost always EXPERIMENTAL AND • Hospital recovery rates • Employment placement and retention rates • Recidivism rates 3. Both require a LEVEL PLAYING FIELD and an ESTABLISHED RECORD of what good performance is.
Advanced Baselines Create Targets only where they are FAIR and USEFUL Indicator (Units) Target or Standard Avoid publicly declaring Targets by year if possible Your Baseline Comparison Baseline Timeline (Years) Instead: Count anything better than baseline as progress
Outcome Based Commissioning Smoking Cessation Programme How much did we do? How well did we do it? • Number of clients enrolled • Number of Courses • Number of Nicotine Patches issued • • • % clients completing programme % counsellors trained to professional standard % clients saying they were treated well Is anyone better off? • Number smoke free • At exit of programme • After 12 months • Number clients saying they were helped to quit smoking • % smoke free • At exit of programme • After 12 months • % clients saying they were helped to quit smoking 1. You can purchase services. 2. You can purchase service quality 3. You cannot purchase customer outcomes. Instead, you can purchase a contract relationship that maximizes good customer outcomes. Service Specification (Smoking Cessation Programme) • • • The WHOLE POPULATION OUTCOME we’re looking to contribute to: “People in Newcastle are Healthy” The INDICATOR we’re trying to influence (the CURVE we want to turn): Number of Smokers in Newcastle (Story behind the baseline) Description of the service including the QUANTITY of service we want to buy We will measure the QUALITY of the service by these performance measures We will work together to maximise the EFFECT of the service demonstrated by these performance measures (Customer Outcomes)
Next Generation Commissioning Effort Quantity Quality 1. Traditional purchasing methods work fine in the upper quadrants. Effect BUT 2. They break down in the Is anyone better off? quadrants (because of case mix differences and perverse incentives). WHICH MEANS 3. What we purchase in the lower quadrants are not deliverables, but rather a RELATIONSHIP where commissioner and service providers work together to maximize customer/client outcomes.
The Three Essential Provisions of Next Generation Commissioning 1. The most important performance measures How much? How Well? Anyone Better Off? *As determined from the Five Step Method The three to five measures that say most about the effectiveness of the service provider’s performance*
The Three Essential Provisions of Next Generation Commissioning 2. Continuous Improvement Process • Using Turning the Curve report cards based on the 7 performance accountability questions • Using the same basis for management supervision across the organisation
The Three Essential Provisions of Next Generation Commissioning 3. Performance Partnership between commissioner and service provider – Periodic meetings to review progress on the three to five most importance performance measures (based on Turning the Curve reports) Reviewing changing stories behind the baseline Agreeing measures the commissioner can take to help improve performance as partners in facilitating improvement – – • • • – e. g. Technical assistance and support Brokering relationships with third parties Helping to break down barriers to progress This does not compromise respective accountability: • • For commissioner’s responsibility for service provider’s performance and effective use of funds For service provider’s commitment to continuous improvement process
An Outcomes Focused Partnership Agenda 1. 2. 3. 4. 5. 6. 7. New data New stories behind the baselines New partners New information on what works New information on financing Changes to action plan and budget Any other business
What’s Next? A Basic Action Plan for Outcome Based Accountability™ Implementation along two parallel tracks: Track One: Population Accountability • • Establish outcomes Establish indicators, baselines and charts on the wall Create an indicators report card Establish action groups to turn curves Track Two: Performance Accountability • Performance measures, and charts on the wall for programs, agencies and service systems • Use 7 Questions programme by programme in management, budgeting and strategic planning
Different Kinds of Progress Report 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 individuals are better off
Outcome Based Accountability™ Population and Performance Accountability Putting it all together
Anti Social Behaviour Incidences OUTCOMES Communities are Prosperous (NI 152) Working age people on out of work benefits Young People Succeed Teenage Conception rates etc. Contributory Relationship Alignment of Measures Extract from Service Improvement Plan Employment Counselling Service • Number of claimants • Number of benefit claimants invited to interview • Number of claimants counselled • No. of service users taking up employment within two months • No. of service users still in employment after 12 months saying they were treated with dignity and respect • Number of claimants saying they were more committed to finding work MEANS Performance Accountability Extract from Sustainable Community Strategy POPULATION People Feel Safe ENDS Population Accountability The Linkage between Population and Customer Outcomes • % service users taking up employment within two months • % of service users still in employment after 12 months CUSTOMER OUTCOMES Appropriate Accountability
POPULATION OUTCOMES (NI 152) Working age people on out of work benefits Healthy and Successful Adults (NI 123) 16+ current smoking prevalence Stronger Communities Contributory Relationship (NI 4) % people who feel they can influence decisions Alignment of Measures Extract from Service Improvement Plan Smoking Cessation Programme • Number of clients enrolled • Number of courses run • Number of nicotine patches issued • % clients completing programme • & clients completing MEANS Performance Accountability Extract from Community Strategy Thriving Local Economy ENDS Population Accountability The Linkage between Population and Customer Outcomes training courses • % clients saying they were treated well • Number of clients • % of clients smoke free • on completion of programme • after 12 months CUSTOMER OUTCOMES Appropriate Accountability
Population Accountability Outcome: to which you contribute to most directly. Indicators: Every time you make a presentation, use a two-part approach Story: Partners: What would it take? : Your Role: as part of a larger strategy. Role Performance Accountability Service: Performance measures: Story: Partners: Action plan to get better:
Wyoming Strategic Planning Design – Part 1 To be completed by the Governor’s Planning Department Quality of Life Outcome e. g. Clean Environment, Prosperous Economy, Strong Stable Families, Children ready for and succeeding in school etc. Why is this important? Briefly explained in a way that a taxpayer can understand why this quality of life condition is important How Are We Doing? Showing the three to five most important indicators with at least 3 years of actual history Wyoming Strategic Planning Design – Part 2 Same format for Departments, Divisions and Programmes Department/Division/Programme Contribution towards Quality of Life Briefly explained so a taxpayer could understand how your department in conjunction with other public and private partners contributes to the quality of life of the people in Wyoming Basic Facts Showing total number of staff and size of budget in total and general funds. List the 5 most important programmes or functions and show annual number served Performance Showing the 3 to 5 most important measures with at least 3 years of actual history. Performance measures must be those that best answer the questions: • How well are we delivering the service? • Are our customers better off? (Customer outcomes) The Story Behind the Baselines Explained in a way that a taxpayer can understand what is driving these indicator baselines above. Use additional data as necessary to explain this story What it will take to do better and the role of state government Including no cost, low cost ideas and the role of the state’s partners Story behind (last 3 years) performance Briefly explained so a taxpayer could understand the causes behind your performance for the last few years including an explanation of the picture of performance shown above. Use additional data as necessary to tell the story. Best format is short paragraphs with first sentence underlined What do you propose to do to improve performance in the next two years? Include no cost and low cost ideas and the contribution of partners Appendix A: Data Development Agenda (Priorities for new or better indicator data) Appendix A: Data Development Agenda (on performance) Appendix B: Link to Budget: Detail on priorities above identified in current or proposed budget Adapted from “Trying Hard is Not Good Enough” by Mark Friedman
The OBA™ Journey – From Talk to Action ENDS (POPULATION ACCOUNTABILITY) DESIRED OUTCOME Choosing the INDICATORS Drawing the BASELINE (and the CURVE TO TURN) Choosing the PARTNERS REVIEW Contributory Relationship The STORY BEHIND THE BASELINE The ACTION PLAN Deciding WHAT WORKS PROCUREMENT MEANS (PERFORMANCE ACCOUNTABILITY) PERFORMANCE MEASURES How Much? How Well? Better Off? (CLIENT OUTCOMES)
Outcome Based Accountability™ – Hints and Tips David Burnby
Hints and Tips • The bottom line for this work is to turn curves • Pick one thing and do it well: don’t try to do everything • “Anywhere leads to everywhere” – turn one curve and it will have a positive impact on another • Develop report cards and make them visible – put them on walls or in information bulletins
Hints and Tips • Be really clear about the difference between population and performance accountability • Under population be clear about your role and what you are accountable for • When is something a performance measure? – when there is a defined population that you can name • Practice the skills e. g. filling in the 4 quadrants
Hints and Tips • You deliver services – you cannot deliver outcomes – don’t talk about delivering outcomes – talk about improving outcomes • Create Outcomes Champions • “Start the parade”– others will want to join in
An Outcomes Organisation. . • Understands the population and trends • Knows the purpose, mission and vision and where the organisation is going –all based on local population needs • Is outward facing • Uses data to assess how well the organisation is doing
An Outcomes Organisation. . • Uses shared language • Takes collective responsibility rather than blaming individuals • Has incentives for creative thinking • Focuses on actions, not just talk • Encourages independent thinking and thinking outside of the box
An Outcomes Organisation. . • Has population and performance charts on the wall • Has people talking about population and performance and focusing on “bottom right” measures • Successfully makes the move from Talk to Action
And finally. . . “There is nothing worse than doing something well that shouldn't be done at all. Be effective, and get the right things done” Peter F Drucker American Businessman, Author, Speaker
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