To view or download the official CCTT press release announcing this news, click here.
The Community Collaborative of Tahoe Truckee (CCTT), a program of the Tahoe Truckee Community Foundation (TTCF), is excited to announce the culmination of a three-year Community Report Card project. The new Report Card, which updates key community indicators measured in the 2007 Community Report Card, uses Results Scorecard 3.0™ software to highlight data and trends related to health, education, and economic well-being in the community.
The online Scorecard (publicly accessible via CCTT’s website) allows agencies and community members to review real-time data changes, evaluate the performance of public programs, highlight areas that need improvement, and ultimately strategize ways to improve the well-being of children, seniors, families, and the community at large.
For example, to the right is CCTT’s September “Community Report Card Featured Indicator”, a scorecard that helps measure whether third graders are reading proficiently in Tahoe Truckee Unified School District. Each month, the Collaborative will choose an important indicator to feature on the website, helping to highlight one of the community’s strengths or challenges.
In addition to providing access to all of the Collaboration’s online Scorecards, each section of the new Report Card (Education, Health, Economic Well-Being), includes “snapshot” statistics, key findings, and highlighted strategies for some of the communities toughest issues.
Reflecting on the past challenges of data-collaboration and program impact reporting, CCTT’s Director Alison Schwedner shared that the Collaborative is “thrilled to finally have a tool that will highlight not only the impact” of its collective work, but also shine the light on areas in need of more community focus. Stacey Caldwell, CEO of TTCF, also shared that TTCF’s investment in the Report Card project will ensure that the community will be able to measure what strategies are working to create real change for local residents.
For more information on CCTT’s Community Report Card please contact Director Alison Schwedner at firstname.lastname@example.org or call 530-587-1776.
To learn more about Results Scorecard 3.0™ software, visit www.resultsscorecard.com.
The following article is based on Essex County Council’s “Outcomes Based Accountability” report, available for download here.
Essex County Council (ECC)—one of the largest locally elected councils in England—is utilizing Outcomes-Based Accountability™ (OBA) to improve public service delivery to Essex County’s 1.4 million residents.
The service delivery system in Essex depends upon the collaboration of twelve district councils, five health authorities, two universities, one police service, a fire and rescue service, various government agencies, and volunteer groups. In addition to finding ways to make these groups work together as one unit, ECC’s work has been made increasingly challenging due to a period of financial austerity in England’s public sector, which is only projected to worsen after the election of a new National Government in 2015.
To prepare for these changes, ECC has decided to improve existing service delivery systems and reduce costs by utilizing core principles of the OBA (a.k.a. Results-Based Accountability) framework. In February 2014, ECC adopted a new ‘Outcomes Framework’ for Essex (Strategic Resource Planning Framework), which defined a set of seven outcomes and a series of indicators to track progress and the effectiveness of commissioning decisions. Seven outcomes-based commissioning strategies were developed utilizing ‘Turn the Curve’ methodology. These strategies were published for public and partner review from July 8th 2014 to September 14th, 2014.
So far, ECC reports that the Outcomes Framework has helped council members realize a shared political vision and that members can now hold commissioners accountable based on whether their commissioning decisions and activities are making a measurable contribution towards population outcomes. ECC now holds itself accountable for specific performance metrics, understanding that accountability for outcomes and/or indicators does not rest with any single organization. The new framework’s implementation has been supported by an OBA training program, which “has already created a common language and ensured universal methodological understanding.”
The development of the new Outcomes Framework has also encouraged council members and teams to pursue multi-disciplinary perspectives and consider innovative solutions to problems. This may lead to a greater focus on prevention and early intervention rather than expensive corrective approaches. For example, the report states that encouraging positive parenting can lead to improved education, health, and well-being in a child’s later years.
Although ECC has already experienced an improved decision-making process and more unified corporate culture, they assure that there is still work to be done. Specifically, application of ‘Turn the Curve’ exercises indicates that much of the baseline data is difficult to access, not available, or out of date. In response, one of ECC’s ambitious next steps will be to create a data development agenda, with more work needed to fully develop the technical definitions for population indicators.
One final concern is that an administrative change in 2017/2018 could lead to a reconsideration of the new outcomes approach to strategic planning, posing a risk to the continued application of OBA methodology into the next administration. ECC asserts that these political and staff changes necessitate the continued rolling out of OBA staff training.
To learn more about Essex County Council’s ‘Corporate Outcomes Framework’ click here.
To learn more about Outcomes-Based Accountability click here.
To learn more about the OBA work being done in Essex County Council, contact David Burnby at email@example.com.
David Burnby of Burnby and Associates—an Outcomes-Based Accountability™ (OBA) consulting firm based in Hull, England—has recently offered his take on the usefulness of OBA as an effective leadership tool in the United Kingdom. Although written more than a year ago, David’s words remain current, as effective leadership continues to be of concern around the world.
In the article, David defines good leadership and shows how the OBA thinking process can help leaders get from talk to action quickly and create measurable impact in their communities. To read the full article click here. For your convenience, we have summarized the article into list form below:
- Articulating outcomes (conditions of well-being) for communities is a fundamental element of good leadership.
- OBA helps leaders define community outcomes.
- OBA defines outcomes in plain language that anyone can understand.
- Defining outcomes can help establish common ground and focus efforts around a common aim.
- Good leaders facilitate the movement of people towards common goals.
- By articulating outcomes in plain language, OBA makes it easier for leaders to gain support for a cause.
- OBA can help leaders bring all relevant people together to work collaboratively.
- Myth: by setting outcomes that can’t be achieved, we set ourselves up for failure
- OBA’s outcomes are not targets; they are aspirations that can help leaders focus their community’s efforts and actions around common goals.
- Without aspirations, actions may be misguided and cannot be measured.
- Good Leaders understand the difference between data and information.
- In OBA, data helps establish the distance that needs to be traveled to achieve outcomes.
- Data can help measure the effectiveness of our actions.
- In OBA, the process of gathering information to help us understand data is called “The Story Behind the Baseline.”
Note: Outcomes-Based Accountability (OBA) is a term used in the UK to refer to the same Results-Based Accountability (RBA) framework developed by Mark Friedman.
To learn more about OBA in the UK and the work of David Burnby and Associates, please click here.
- Published in Uncategorized
This brief (6 min.) video provides an introduction and overview of the key features in the Results Scorecard 3.0 application, including:
- Cloud-based platform
- Interactive Scoreboard
- Turn the Curve Template
- Web Embed
- Custom Calculations
- RS Connect
- Virtual RBA Facilitator
- Custom Reporting
- Template Library
- Restful API
United Way South Africa (UWSA) is excited to announce that they are joining Results Leadership Group and Accelerate Performance as a co-host for the Results-Based Accountability™ (RBA) Africa Summit 2014.
The summit—which will bring together international RBA experts in training and implementation—will be held at the Hyatt Regency Hotel in Johannesburg South Africa, from October 8th-10th. Non-profit and government leaders will be introduced to RBA concepts that are helping families, children, and communities create measureable improvements across the globe.
Mark Friedman, creator of RBA and author of Trying Hard is not Good Enough,will provide introductory RBA training during the summit. There will also be lively panels, break-out sessions, and facilitated workshops on RBA implementation. Mail and Guardian Newspaper is the Media Partner for the event.
When asked for the motivation behind their decision to co-host,Founding Chairman United Way SA Indarin Govender offered the following, “United Way South Africa is co-hosting because we are acutely aware of the need to find appropriate ways of understanding the real benefit of social impact interventions within our communities. We encourage others to attend as we are living in times where the outcomes of our interventions need to become the key focus for our efforts. To fully understand these outcomes we recognize that there needs to be authentic multi-stakeholder conversations in order to drive common goals in the interest of the beneficiaries.”
By partnering with community organizations, UWSA works to improve conditions for young people in inner city Johannesburg—one of the largest cities in the African continent. For more information please visit United Way Worldwide at unitedway.org.
Laureen Rwatirera, Director at Accelerate Performance, also shared, “We are thrilled to have United Way South Africa on board. Their commitment to this event demonstrates their commitment to bringing resources and being a facilitator of community impact in the areas of education, income and health.”
Whether you are learning about RBA for the first time, or have been using it for years, summit co-hosts ensure that “this event is not to be missed.” Interested individuals can register or view the schedule of events at rba-africa.com.
To learn more, please contact:
Adam Luecking Laureen Rwatirera Lynda Bleazard
CEO, Results Leadership Group Director, Accelerate Performance Interim CEO, United Way South Africa
Throwback Thursday: Deitre Epps Interviewed at National Association of Planning Councils Conference 2013
For this week’s blast-from-the-past, check out this video of Deitre Epps of Results Leadership Group speaking with Mary Dodd at the National Association of Planning Councils Conference 2013.
While the interview is brief, Deitre provides an excellent overview of the Results-Based Accountability™ framework (RBA), using real-life examples of initiatives from around the world. Basic principles discussed include:
- Working from “ends to means” to improve communities
- The important distinction between population and performance accountability
- The need to work collaboratively with partners to achieve results
To learn more about the RBA initiatives discussed in the interview, please visit the following:
- Children’s Trust Strategic Plan: https://www.thechildrenstrust.org/about/strategic-plan
- Connecticut Committee on Children’s RBA report card: http://www.cga.ct.gov/KID/rba/default.asp
- RBA in the Maryland Governor’s Office for Children: http://goc.maryland.gov/accountability/
For more resources on RBA and Results Scorecard™ software, visit the following:
- RBA implementation guide: http://raguide.org/
- Results Scorecard™ software: http://resultsscorecard.com/
- Published in Uncategorized
As UNDP and HABITAT, on behalf of the United Nations Development Group (UNDP), and the Global Task Force of Local and Regional Governments continue the consultation on “Localizing the post-2015 agenda,” Results-Based Accountability™ (RBA) should be adopted as a framework for local action. Distinct from Results-Based Management (RBM) utilized by the United Nations, RBA can be used for planning, management and budgeting.
RBA is currently being used in over 12 countries and is growing in popularity as a result of the simplicity and rigor it brings in fostering multi-sector participation in creating measurable improvements for customers and communities.
All six themes of the dialogue on the implementation of the post-2015 development agenda (localizing the post 2015 agenda, helping to strengthen capacities and build effective institutions, participatory monitoring for accountability, partnership with civil society, engaging with the private sector, and culture and development) can be supported by the three core concepts of RBA. The RBA concepts include:
- Distinguishing between population and performance accountability: Communities should be able to determine the population-level quality of life conditions they want to improve (e.g. Healthy People) and indicators that quantify each population-level result (e.g. Infant Mortality Rate as an indicator for Healthy People). This will allow partners from all sectors to align their work and create performance-level measures to manage programs (services) and quantify their contribution to population quality of life.
- Having three types of performance-level measures for each program (or service): Any program (or service) can manage their performance and quantify their contribution towards population results and indicators by categorizing their performance measures into the following three common-sense categories 1.) How much do we do? 2.) How well do we do it? 3.)Is anyone better off?
- Using Turn the Curve Thinking to facilitate data-driven, transparent decision-making: Turn the Curve Thinking is a series of questions asked in a specific order to get any group from talk to action. The transparency created allows for participation from all sectors in place-based planning and better management of teams within different organizations. Because RBA uses plain language it supports broad community participation in this process.
Places to learn more about RBA include:
- Fiscal Policy Studies Institute: www.resultsaccountability.com
- RBA Implementation Guide: www.raguide.org
- Center for the Study of Social Policy: Policy for Results website: www.policyforresults.org
- Results Scorecard software: www.resultsscorecard.com
Results Leadership Group, CEO
RLG submitted the above language to http://www.worldwewant2015.
Collaboration for Impact, a Catalyzing Group consisting of Result Leadership Group USA, Centre for Social Impact, Westpac Foundation, Social Solutions Group, Blackbaud Pacific, Social Ventures Australia, Australian Communities Foundation Impact Collective and Results Leadership Group Australia, has recently launched The Search—a new initiative offering $1 million in support to an Australian Community working to address the country’s biggest challenges. To receive funding, communities will demonstrate a strategy to address the chosen problems, utilizing the Collective Impact framework.
As part of its funding, Results Leadership Group will be providing Results Scorecard™ software training to the finalists—training which will form an integral part of the ‘shared measurement’ component of the Collective Impact framework.
Collaboration for Impact has released a video explaining The Search initiative and how communities can apply:
After a staged nine-month capacity building application process, one community will be selected from ten finalists to receive up to $1 million in funding and resources over a three year period. In addition to acting as a ‘lighthouse’ example for future Collective Impact Initiatives, the selected community will transform the way that Australian Communities work together to solve issues like poverty, alcohol related violence, homelessness, youth unemployment, and childhood obesity— through the adoption of the socially innovative Collective Impact framework.
The Collective Impact approach is premised on the idea that no single organization or policy is enough to combat complex social problems. The framework is a structured approach to making collaboration work across government, business, philanthropy, non-profits, and citizens by calling for the abandonment of separate agendas in favor of a common agenda, shared measurement, and alignment of effort.
All interested applicants need to submit an Expression of Interest Online by Wednesday September 17th by 5pm AEST.
Click Results Scorecard™ to learn more about the software and how it can assist with collaborative problem-solving efforts.
To learn more about The Search initiative and how to apply, please click here.
To learn more about the Collaboration for Impact and how the Collective Impact framework works to improve communities, click here.