Karen M. Finn Anne McIntyre-Lahner

Implementing RBA in the Children and

Family Sector

Clear Impact Overview

Proven Solutions for Improving Performance and delivering Long-Term, Measurable Impact

Software Training Consulting

Presenters

Karen Finn Partner and Senior Consultant Clear Impact karen@clearimpact.com

Anne McIntyre-Lahner Director of Performance Management CT Department of Children and Families anne.mcintyre-lahner@ct.gov

JOIN OUR SOCIAL MEDIA

FAMILY!

@ClearImpactLLC

@ClearImpactLLC

Search “Clear Impact, LLC”

What you’ll learn • To ”shoot for the moon” • Various ways to implement RBA • Lessons learned from real world examples • Where to get more information

• Poll #1: When you think about your “moonshot” select the statement below that it is most related to:

• Babies born healthy • Children are safe • Youth are ready to lead successful lives • Families are nurturing and economically stable • Other

What is your “Moonshot”?

Baltimore Babies Born Healthy

Orange County New York: Youth are Ready to Lead Successful Lives

Connecticut:Children Reside Safely With Families

Nebraska: Youth are ready to lead successful lives

% of youth remaining in their home school

How do we get there?

A disciplined way of thinking and taking action that communities can use to improve the lives of children, youth, families and the community as a whole.

It can also be used to improve the performance of programs, agencies and service systems.

RBA: A Simple Framework

RBA: Results-Based Accountability developed by Mark Friedman

Key Principles of RBA 1  Identify the appropriate level of accountability:

•  Population or Community •  Program

2  Start at the end and work backwards to means •  Turn the Curve: Essential questions to quickly get from talk to action

3  Use the fewest number of most powerful measures 4  Include partners at every level 5  Get quickly, but thoughtfully, from talk to action

16

Examples Population Level:

• Baltimore Babies Born Healthy • CT Kids Report Card • Orange County, NY Youth are ready to lead successful lives

Program Level: • New York State Office of Children and Family Services • Connecticut Department of Children and Families • Nebraska Division of Children and Family Services

Turn the Curve Essential Questions 1.  What is the end that we seek? 2.  How are we doing? 3.  What is the story behind the data? 4.  Who are our partners with a role to play? 5.  What works to do better? 6.  What do we propose to do? 7.  What is your action plan and budget?

How the TTC Worked in Baltimore

20

1.  What is the end that we seek?

2.  How are we doing?

3.  What is the story behind the data?

4.  Who are our partners with a role to play

5.  What works?

6.  What do we propose to do?

New York State Office of Children and Family Services

Population Level: Achieving Youth Results

Program Level: Common Performance Measures

• Inter-Agency County-Wide Planning Process • Key Components:

•  Interagency and Community Leadership Team •  Select Key Touchstone Goals (Moonshot) and Indicators •  Hold Community Convenings in various neighborhoods •  Involve Youth •  Look for common themes •  Encourage low cost/no cost ideas and community actions

New York State Achieving Youth Results Process

Community Convening Meetings

Program Level: Common Performance Measures and the Clear Impact Scorecard

• Connected to Touchstone Life Areas • State and Local Process to Select Common Performance Measures:

• How much did you do? • How well did you do it? • Is anyone better off?

• Collecting Data on the Clear Impact Scorecard • 2017: will be able to show the impact of the Youth Development Funding.

Pause for Questions

CT Kids Report Card

Result: All Connecticut’s children live in stable environments,

safe, healthy, and ready for success http://www.cga.ct.gov/KID

•  Five mandated areas: child protective services, children's behavioral health, education for children in its care, prevention, and shared responsibility for state juvenile justice system

•  Four facilities

•  Central Office and fourteen Area Offices, organized into six regions

•  over 3,200 employees

•  approximately 100 types of contracted services

•  serves approximately 36,000 children and 16,000 families each year.

Connecticut DCF

Comprehensive Effort

1.  Staff, Provider and Community Training and Support 2. Development of DCF Strategic Plan and Management of Agency Performance 3.  Developing Performance Measures for Contracted Services 4. Creating a Culture of Performance Management within DCF

1. Staff, Provider, and Community Training and Support

• Training management teams

• Training program leads, provider partners, and others

• RBA affinity group

• RBA Practitioner Network

2. Development of DCF Strategic Plan and Management of Agency Performance

Strategic plan developed using RBA •  Including annual performance expectations with

agency-wide performance measures •  Agency Report Card •  Agency management teams trained and

implementing RBA – focusing on Turning-the-Curve •  Agency management teams focusing on

understanding baseline performance and using data to manage performance

3. Developing Performance Measures for Contracted Services

• Contract review and cataloging outcomes • Prioritizing programs

• importance • funding • number of locations • amount of work required

• Joint work with provider partners to develop RBA performance measures

• Cataloging of new measures by general program type

Poll #2: What is your gut feeling about Performance Accountability?

• Fear and Trembling • Necessary and Beneficial • Meaningless Corporate Jargon • OMG! It’s about to go down! • Finally, some useful feedback

4. Creating a Culture of Performance Management

Within DCF Contracted Services

…4. Using Data to Manage Performance • Regular review of performance data • Quarterly RBA report cards • Understand the story behind the baseline • Joint work with partners to develop Actions to Turn-The-Curve

• Systematic report card review at the agency level • Use what the report card is telling you to improve performance!

….4. Creating a Culture of Performance Management

Within DCF • Regional, divisional, and facility management teams develop strategies and performance measures

• Quarterly meetings with Commissioner’s team to review performance and identify additional actions to turn the curve

• Management teams learn from each other’s successes

Solnit Center Treatment Teams

h"ps://app.resultsscorecard.com/PerfMeasure/SharedDetails/164969  

….4. Creating a Culture of Performance Management

Contracted Services • Quarterly RBA report cards • DCF management group analyzes performance data • Ongoing training and support • Program leads and providers work together to turn the curve

Family and Community Ties Foster Care (FaCT)

High Risk Infant Program

Sibling Connections Camp

Wanted outcomes for contracted services: •  Agency Support Foster Care •  Agency Supported Respite Care •  Drug Testing and Lab Confirmation •  Emergency Shelter Care •  Family Support •  Group Home Care •  In-Home Safety •  Intensive Family Preservation

Program Level: Nebraska Children and Family Services

Getting input from all on Headline Performance Measures:

45

Agency Staff Providers

ç è

ê

Key Lessons Learned: n Highest Level Leadership Support is a must n Build capacity throughout the system:

n Trained all 1000 CFS staff n Advanced training provided for RBA workgroup

n Highest quality product results from a collaborative development process with system partners.

46

• Build a core group of internal stakeholders • Fewer, more powerful measures are key • Get rid of “gotcha” approach

• Involve staff, contractors, community, youth, families as much as possible in selecting measures and in turn the curve thinking

• Focus on “better off” thinking: • What is your customer’s “moonshot”?

Lessons Learned from All

Change is Hard“Change……… Is great when you are imposing it; But not so great when someone else imposes it on you.”

-Anne McIntyre-Lahner

Complex Issues Require:

• Compelling moonshot • Committed partners

• Courage to act

Questions?

• Complete Survey in your e-mail and get: • Power Point Slides • Workbook • Performance Measure Examples

• Send us your “Moonshot” in the last comment box of the survey

What should you do next?

• 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

• Baltimore City Health Department: Bureau of Maternal and Child Health; Division of Youth Wellness and & Community Health

•  http://health.baltimorecity.gov/

• Anne McIntyre-Lahner, Stop Spinning Your Wheels: Using Results-Based Accountability to Steer Your Agency to Success (Fourth Quadrant Publishing, September 2016)

AcknowledgementPortions of these materials draw upon the work of:

Contact Information

Karen Finn Partner and Senior Consultant Clear Impact karen@clearimpact.com

Anne McIntyre-Lahner Director of Performance Management CT Department of Children and Families anne.mcintyre-lahner@ct.gov