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Making an Impact Through Results-Based Accountability

Making an Impact Through Results-Based Accountability. Institute for Youth, Education and Families March 21, 2013. Today’s Speakers. Chris Kingsley Senior Associate for Data initiatives @ emersonkingsley Adam Luecking Chief Executive Officer Results Leadership Group

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Making an Impact Through Results-Based Accountability

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  1. Making an Impact Through Results-Based Accountability Institute for Youth, Education and Families March 21, 2013

  2. Today’s Speakers Chris KingsleySenior Associate for Data initiatives @emersonkingsleyAdam LueckingChief Executive Officer Results Leadership Group Erica BromleyDirector of Youth Services Town of Manchester, Conn. Join the conversation: #GetResults

  3. Two Key Principles for Achieving Measurable Community Results • Starting with ends, working backwards to means 2. Data-driven, transparent Decision Making

  4. RBA in a Nutshell2 – 3 – 7 • 2- Kinds of Accountability      • Population accountability • Performance accountability 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 (aka. Turn the Curve Thinking)

  5. Definitions (Language Discipline) Result A condition of well-being for children, adults, families or communities. Children succeeding in school, Safe communities, Clean environment POPULATION ACCOUNTABILITY INDICATOR A measure which helps quantify the achievement of a result. Rate of high school graduation, Crime rate, Air quality index PERFORMANCE MEASURE A measure of how well a program, agency or service systemis working. PERFORMANCE ACCOUNTABILITY Three types: 1. How much did we do? 2. How well did we do it? 3. Is anyone better off?

  6. Schematic for Connecting Grant/Budget Submissions with Community Results • Result Area • Indicators • Story Behind the Baselines • City Strategy • Funded Programs • Agency A • Agency B • Agency C • Local __________ • Federal __________ • Businesses _________ • Civic __________ • Non-profits _________ • Program A • Performance Measure • Story Behind the Baselines • Action Plan & Budget Budget/Grant Proposal

  7. All Children are Reading on Grade Level END • Doing the • right things? Indicator Comprehensive Strategy/Partners Funded Programs ProgramA 2. Doing those things right? MEANS Agency/Program Performance Measures SystemPerformance Measures

  8. Turn-the-Curve Thinking™: Talk to Action Result or Program: How are we doing? Data Baseline Why? Story behind the baseline Partners(with a role to play in turning the curve) Help? What Works Options? Propose to do? Strategy (w/ Budget)

  9. Management, Budgeting & Strategic Planning Population Accountability Strategic Planning Population Level Results & Indicators, comprehensive strategy among and all stakeholders Agency Level Each department’s role in comprehensive strategy. Agency’s multi-year priorities. Budgeting Use the Performance Report format for budget hearings and budget submissions to present current performance and what will be done next year to improve. Budget priorities informed by the Strategic Plan Management Monthly or quarterly performance assessment and action planning using the framework./steps. Use framework / steps at all levels of implementation in the agency.

  10. Management, Budgeting & Strategic Planning Program Accountability Strategic Planning Population Level Results & Indicators, comprehensive strategy among and all stakeholders Agency Level Each department’s role in comprehensive strategy. Agency’s multi-year priorities. Budgeting Use the Performance Report format for budget hearings and budget submissions to present current performance and what will be done next year to improve. Budget priorities informed by the Strategic Plan Management Monthly or quarterly performance assessment and action planning using the framework./steps. Use framework / steps at all levels of implementation in the agency. Program Accountability Program Accountability

  11. Agency/Division/ProgramAGENDA 1. New data 2. New story behind the curve 3. New partners 4. New information on what works. 5. Changes to action plan/ budget 6. Adjourn

  12. Acknowledgement Portions of these materials draw upon the work of: Mark Friedman, Founder of the Fiscal Policy Studies Institute and author of: Trying Hard Is Not Good Enough (Trafford, 2005) www.resultsaccountability.com; www.raguide.org 2. Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (Doubleday 1990); Fifth Discipline Fieldbook (Doubleday) 3. Doug Krug and Ed Oakley, Leadership Made Simple (Enlightened Leadership Publications, ) and Enlightened Leadership: Getting to the Heart of Change (Simon and Schuster Canada, 1994) 4. Roger Fisher and William Ury, Getting to Yes (Penguin, 1981, 1991; Random House Business Books, 2003)

  13. Additional Readings on Accountability and Leadership • Rethinking Democratic Accountability, Robert D. Behn (Brookings, 2001) • Leadership on the Line: Staying Alive through the Dangers of Leading, Ronald A. Heifetz and Marty Linsky (Harvard Business School Press, 2002) • Common Purpose: Strengthening Families and Neighborhoods to Rebuild America, Lisbeth B. Schorr (Doubleday, 1997)

  14. Today’s Speakers Chris KingsleySenior Associate for Data initiatives @emersonkingsleyAdam LueckingChief Executive Officer Results Leadership Group Erica BromleyDirector of Youth Services Town of Manchester, Conn. Join the conversation: #GetResults

  15. Results-Based Accountability in the Municipal Sector How it works in Manchester, CT……

  16. Why RBA? • Increased accountability • Allows us to look at data on multiple levels • Better results…gives us the ability to track progress and outcomes • The focus is on EFFECTIVENESS

  17. Why RBA? • Focuses on whole populations AND on program performance • Targets spending to programs that work • Helps us to jointly turn the curve in under-performing systems and manage how we are doing

  18. Many other models are not fluid Goals and objectives are often not measured by their impact Many are not linked to shared accountability Some models just show how something is “supposed” to work, not if it really does work! Why not something else?

  19. How can it work in a city or town? • Get buy-in first: • You need to have a champion, a partner; someone people will listen to • Explain the most important concepts • Don’t overwhelm your stakeholders with too much technical RBA talk

  20. Take it one step at a time Start where the group is: you don’t need to start from page one What is important to remember?

  21. Currently, there are 4 active RBA-based plans in this small city: Youth Service Bureau Plan Early Childhood Community Plan Manchester Agencies, Police and Schools Collaborative (MAPS) Coalition to Connect Youth RBA Initiatives in Manchester

  22. All the plans have their own Results Statements; each is connected in some way and works towards collective impact for our children and youth Manchester YSB: “All Manchester children and youth will become resilient, empowered, productive, and engaged citizens” Manchester Early Childhood Community Plan: “All Manchester children birth through eight develop fully and are successful in school” Coalition to Connect Youth: “All Manchester youth ages 16-24 will thrive through positive connections, successfully transition to adulthood, and become productive members of their community” How do we work together?

  23. Manchester is one of 169 towns in CT, each with their own local government Communities are beginning to understand and accept the critical role of RBA State’s Legislature has adopted RBA; Legislative Children’s Committee has created a Children’s Report Card All of us play a role in impacting the lives of CT’s children: agencies & programs Piecing all the work together…..

  24. Connecticut General Assembly Select Committee On Children Results Statement: All Connecticut children grow up in stable environments, safe, healthy and ready to succeed CT KIDS Report Card

  25. CT KIDS Report Card: 4 Domains

  26. Achieving Impact Together Results Based Accountability “Safe” “Stable” “Healthy” “Future Success” CT KIDS REPORT CARD COMMUNITY and MUNICIPAL INITIATIVES STATE AGENCY INITIATIVES

  27. Manchester “MAPS Collaborative” is taking a much less formal approach: Data was used to identify negative trend the rate of school-based arrests; discovering this data led to action Now, after implementation of this initiative, data is being used to track which students are “better off” Are the “all created equal?” NOPE!

  28. December 2010: Manchester High School listed among worst five schools in CT, arrests / student population Formal agreement was created with key stakeholders Existing data was analyzed Multiple agencies came to the table for a collaborative effort, joint-implementation. What happened?

  29. Manchester is TURNING THE CURVE MAPS Collaborative convened February 2011

  30. Manchester is TURNING THE CURVE Full implementation began September 2011

  31. Manchester is TURNING THE CURVE Presently creating new “better off” measures to evaluate specific interventions; measures that impact The CT Children’s Report Card as well as our local plans.

  32. Difficulty integrating multiple plans and limiting the “silo” effect Obstacles

  33. Working together, yet separately… Same stakeholders at multiple tables How do we make sure we are working towards collective impact? Concerns

  34. Don’t let fear of RBA and the unknown keep you from turning talk into action! Don’t be scared!

  35. It’s okay if you don’t have all the data Look at what you have and keep track of what you want What about the data?

  36. Use “enlightened ignorance” to get the data we need We don’t know what we don’t know Keep asking until we get answers that make sense What about the data?

  37. Focus on data that will tell us how kids are doing and whether anyone is better off Data for the sake of data is interesting but... stay on track and get what we can use What about the data?

  38. RBA is simple but not easy State and local agencies can play a role in helping us understand: How our kids are doing What works to get desired results What we can do better What we are learning…

  39. TIME TO GET MOVING!

  40. Nothing will ever be attempted if all possible objections must first be overcome Samuel Johnson 1709 – 1784, British Author Great Ideas

  41. Q&A Chris KingsleySenior Associate for Data initiatives @emersonkingsleyAdam LueckingChief Executive Officer Results Leadership Group Erica BromleyDirector of Youth Services Town of Manchester, Conn. Join the conversation: #GetResults

  42. Connect with the YEF Institute

  43. Thank You For Attending Today’s Webinar

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