Family Works HB and Results Based Accountability

Report
What did we do and how well did we do it?
A consistent approach to identifying and
measuring outcomes
RBA – what it means to Family
Works HB
 Systematic approach to planning and measuring
outcomes
 A framework for monitoring and evaluating what we do
 A framework for reflection
 A framework for reporting
 A framework for planning
 To know we are doing is making a difference
How did we get started?: Evaluation cycle:
monitoring, evaluation and learning
Define and plan
service delivery
Reflect on
outcomes and
refine service
Evaluation in
Action
Action Research
model
Accountability
Clients
Governance
Funders
Communications
internal & external
Fundraising
Analyse data and
review service
outcomes
Do it
Implement service
Process used to establish evaluation framework
 Map the programme

‘focus group’ discussions with staff describing “what we do, how
we do it and how we know when its working”
 Build a programme logic

derived from programme map
 Identify most useful performance measures

based on an RBA approach
The Journey
 In 2008 we developed our programme logic and embarked
on RBA.
 In July 2009 we merged another organisation into Family
Works HB – 10 new staff, 2 new services and a number of
new programmes.
 In 2010 – we purchased a data base and have spent time
ensuring a fit with our tools, processes etc designed around
an RBA framework.
 This is work largely completed.
PROGRAMME LOGIC: A way of describing a programme for planning and evaluation
Resources
INPUTS
+ What you do
ACTIVITIES
Within your control
Planned work
=
Results
OUTPUTS
Direct products
of the
activities
OUTCOMES
Short-term
Medium term
Longer term
Results
we expect
to see
Results
we want
to see
Results
we hope
to see
Intended results
Impacts
PROGRAMME LOGIC: A way of describing a programme for planning and evaluation
Resources
+ What you do
INPUTS
=
ACTIVITIES
Results
OUTPUTS
OUTCOMES
Direct products
of the
activities
Planned work



Medium term
Longer term
Results
we expect
to see
Results
we want
to see
Results
we hope
to see
Intended results






Performance Measures / Indicators



Short-term



How do you know this has happened?
Impacts
How did we start: programme mapping
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
Short-term
Medium term
Longer term
(working with FW )
(On closure with FW )
(6–12 mnths post?)
 Client
participation
rate
 Change
achieved in
issues in
Goal Plan –
client reviews
 Changes in
Safety, Care
& Stability –
SW reviews
 Community
participation
reviewed
 Client
participation
rate
 Change
achieved in
issues in Goal
Plan – intake
vs closure
 Changes in
Safety, Care &
Stability –
intake vs
closure
 Client service
evaluation –
incl. PSNZ
measure
 Community
participation
 Educational
statuschildren
 Family PHO
registrationgoing to GP
as required
 Number of
adverse
contacts
with
Agencies for
client
families
(CYF, WINZ,
Police - s.15
notifications;
s.19
referrals)
 Families
represent
through PR
Performance Measures / Indicators
Tracking
Inputs:
 costs
 staff time
 # clients
resources
Quantity &
quality of
Activities:
 Level &
quality of
engagement
with family
 Quality of the
services
 Monitor &
review
intra/interagency
processes
Tracking
Outputs:
• Assessment
completed
 contract
agreed
 goal plan in
progress
 # sessions
 # reviews
 case status
on closure
 Safety
assessment
completed
 Community
participation
assessment
completed
Quantity
Quality
Input
Effort
How much
service did
we deliver?
How well
did we
deliver it?
Output
Effect
Performance Measures
How much
change / effect
did we produce?
What quality of
change / effect
did we produce?
How much did we do?
# clients
 # sessions
 # reviews
 funding
 case completions
vs non-completions
 Referral sources
 Agencies involved
Inputs - Effort

Client demographics
 Presenting issues
 Match with priority
populations

Background Info
 Community profiles
 Events / issues in
community
How well did we do it?
Client service evaluation – satisfaction survey
 Social worker satisfaction survey - [workloads,
resources, support – supervision & direction etc.]
 Social work practice - progress with Goal plan
etc. , % reviews at 6-8 sessions
 Closures / completion rates / reasons for noncompletion
 Client participation rates / Level and quality of
engagement with clients

Outcomes - Effect
Is anyone better off?
Ratings show changes in
issues listed in Client contract – client assessed
Ratings show changes in Child Safety dimensions– SW assessed
Ratings show changes in community participation rates- SW assessed
 Client service evaluation – satisfaction survey including PSNZ measure
 Client engagement & participation rate
After 6 & 12 months:
 Educational status of children- children enrolled and attending school
 Family PHO Registration-going to GP as required
 Number of adverse contacts with Agencies for client families (CYF, WINZ, Police - s.15
notifications; s.19 referrals)
 .
What have we achieved to date
 Client plans completed
2008 / 09
2009/10
2010/11
2011/12
57%
45%
96%
95%
 Client outcomes met
2008/09
2009/10
2010/11
2011/12
29%
55%
75%
85%
 24%
Social Work results
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2008 - 2009
2009-2010
2010-2011
2011/2012
Client plans Client plans Child safety Child safety
completed
not
dimensions - dimensions completed
improved
same
Our results – what happened
Review Findings
 Tools were okay – some minor tweeks
 Staff inconsistent in use of tools and reporting
 Inadequate QA
Action plan
 Improve QA and monitor practice closely
 Policy changes and training around “forming a
belief” and reporting accurately.
 Infrastructure changes
Key enablers
 Outcomes reporting and RBA was supported by MSD
 My CEO, and Executive wanted a tool to evaluate what
we did.
 Staff understand our need to report outcomes
 CMS aided the process of implementation.
Barriers/ Challenges
 New Manager, new staff , new systems, new CMS.
 Existing capability / capacity versus increasing





demand and complexity
Greater levels of quality assurance needed
CMS – added an additional challenge
Fear – a tool to measure individual performance?
Fear – of change,
Inconsistent practice
Lessons learnt
 Bring all staff on the journey, don’t leave any behind
 Be clear with staff of our legal obligations for reporting




to funders and our Board and clients
One step at a time.
Don’t be afraid of change
This is about the service , not individuals
Look for patterns – these tell a story on
their own
Lessons learnt
 Be prepared to delve into the files for solutions and to
get the story behind the data e.g. – 25%
disengagement – find out when in the process and why
and take action
 Review data management tools and rating scales- are
they doing what you want them to do? Don’t be afraid
of change.
What surprised me?
 Our results.
 Not all our results are good but we had a starting place
from which to launch practice improvements.
 We have to have a framework by which to hang our
results
 Client demographics remain stable -
No surprises
Issues and challenges
 Consistency, completeness, case reviews, quality
assurance – protect against garbage in garbage out.
 All our work is on CMS and reporting is easier.
 A recent restructure and subsequent staff changes
challenge our ability to meet demand.
 Reviewing and updating our practice model- change
raises levels of anxiety.
Recap
 Programme mapping
 Vigilance around reporting
 Good QA system
 Integrity of data
Would I recommend RBA
 Most definitely
 It provides structure , it asks and allows us to answer
the key questions – do we make a difference in the lives
of those we work with.
And
 If not , why not.
 It helps to justify our existence by providing an
evidence based framework.
Whole population
RESULT or OUTCOME
A condition of well-being for
children, adults, families or communities.
Children born healthy, Children succeeding in school,
Safe communities, Clean Environment, Prosperous Economy
INDICATOR or BENCHMARK
A measure which helps quantify the
achievement Rate of low-birthweight babies, rate of high
school graduation, crime rate, air quality index
of a result.
Client population
PERFORMANCE MEASURE
A measure of how well a programme, agency or
service system is working.
Three types:
1. How much did we do?
2. How well did we do it?
3. Is anyone better off? = Customer Results

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