Results Based Accountability Basics A One Day Presentation

Results Based Accountability BasicsA One Day PresentationStandard Training Slides Sponsored by the Ministry of Social Development

The Fiscal Policy Studies InstituteSanta Fe, New Mexico

Websites

raguide.orgresultsaccountability.com

Book - DVD Orderssheapita.co.nzamazon.comresultsleadership.org

Results Based Accountability

How could RBA add value to you?

3

SIMPLE STEPS

COMMON SENSE

PLAIN LANGUAGE

MINIMUM PAPER

TALK TO ACTION!

Results Based Accountabilityis made up of two parts:

Performance Accountabilityabout the wellbeing of

CLIENT GROUPS/CUSTOMERS

For Teams - Providers – Programmes - Agencies – Service Systems

E.g. Clients of Services, Collectives, Ministries or the Health System

Population Accountabilityabout the wellbeing of

WHOLE POPULATIONS

For Communities – Cities – Districts – Countries

E.g. All Rangatahi/Youth in Te Tai Tokerau, All Migrants in Nelson

5

The Language TrapToo many terms. Too few definitions. Too little discipline

Benchmark

Target

Indicator Goal

Result

Objective

Outcome

Measure

Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic

Lewis Carroll Center for Language DisordersMeasurable urgent systemic indicatorsCore qualitative strategic objectivesYour made up jargon here

Results Based Accountability

COMMON LANGUAGE

COMMON SENSE

COMMON GROUND

Definitions• RESULT / OUTCOME– A condition of wellbeing for children, adults, families or communities

All Tamariki in Hamilton are Born Healthy, Safe Roads, Nurturing Whānau/Families, A Prosperous Economy

• INDICATOR / BENCHMARK– A measure which helps quantify the achievement of a result.

Rate of low-birth weight babies, Rate of road crashes, Rate of child abuse and neglect, Unemployment rate

• PERFORMANCE MEASURE– A measure of whether a programme, agency or service system is

working. Three types1. How much did we do?2. How well did we do it?3. Is anyone better off? = Client Results / Outcomes

Popu

latio

nPe

rfor

man

ce

Translation Guide/Rosetta StoneNot the Language Police

Ideas

1. A condition of well-being for children, adults, families & communities

2.

3.

etc.

Group 1 Group 2 Group 3 etc.

RESULT OUTCOME GOAL

TRANSLATION

Back to the Idea

From Ends to Means

ENDS

MEANS

RESULT / OUTCOME

INDICATOR / BENCHMARK

PERFORMANCEMEASURE

Client /Customer result = EndsService delivery = Means

From Talk to Action

10

Popu

latio

nPe

rfor

man

ce

Results – Indicators – Performance Measures inMaori, Fijian, Tuvaluan

1. A Safe Community

2. Percentage of Total Recorded Offences

3. Average Police response time

4. An Educated Workforce

5. Installing street lights to make people feel safe

6. People have living wage jobs and income

7. % of people with living wage jobs and income

8. % of participants in job training programme who get living wage jobs

Result, Indicator, Strategy or Performance Measure?

Result

Indicator

Perf Measure

Result

Strategy

Result

Indicator

Perf Measure

Key RBA concepts• 2 key types of accountability and language discipline:

– Population accountability - results / outcomes and indicators

– Performance accountability - performance measures

• 3 types of performance measures:– How much did we do? – How well did we do it? – Is anyone better off?

• 7 questions from ends to means:– baselines and turning the curve – to make life better for our

families / whānau, children / tamariki, and communities.

13

Population AccountabilityFor whole populations in a geographic area

Mark Friedman (author)www.resultsaccountability.comwww.raguide.org

14

The 7 Population Accountability Questions1. What are the quality of life conditions we want for the children, adults and

families who live in our community? (Population & Results)2. What would these conditions look like if we could see them? (Experience)3. How can we measure these conditions? (Population Indicators)4. How are we doing on the most important of these measures? (Baseline Data

and Story)5. Who are the partners that have a role to play in doing better? (Partners)6. What works to do better including no- cost and low-cost ideas? (What

works)7. What do we propose to do? (Action Plan)

15

16

Christchurch City Community Outcomes

• A safe city • A city of inclusive and diverse communities• A city of people who value and protect the natural

environment• A well governed city • A prosperous city • A healthy city • A city of recreation, fun and creativity • A city of lifelong learning • A city that is attractive and well designed

17

Kotahitanga Whānau Ora Collective

• All whaanau in Te Puuaha ki Manuka(Greater South Auckland) are ...– Mana Ora: Healthy and safe;– Mana Motuhake: Economically secure;– Mana Tangata: Culturally confident;– Mana Rangatiratanga: Knowledgeable and skilled;– Mana Whānau: Connected, engaged and

entrepreneurs

Acknowledgement: Kotahitanga Collective Members: Turuki Healthcare Trust, Papakura Marae, Huakina Development Trust and Te Kaha O Te Rangatahi Trust, South Auckland, New Zealand.

positive statements - positive focus

Aranui Community Trust

Acknowledgement: Aranui Community Trust Inc Society (www.actis.org.nz)

Implementing RBA Aranui Result areas and indicators

A community full of knowledge and learning Indicator:% of students with NCEA level 1 @year 11% primary school students performing at national

average for literacy and numeracy

A community that is spiritually and socially strongIndicator:% of police callouts for family violence

Result Area 1:

Result Area 2:

A great physical environmentIndicator:

Expenditure on repairs and maintenance to city property in the Aranui Burwood Pegasus area

% of $ R & M that is due to damage

Result Area 3:

Result Area 4:

People who know and fit in AranuiIndicator:

% of people who offer to participate in local events

A community that is healthyIndicator:

% of Aranui residents presenting at Accident and Emergency with no trauma needs/ concerns

# of total acute inpatient admissions

Result Area 5:

Results for Children, Families and CommunitiesA Working List

Healthy Births Healthy Children and Adults Children Ready for School Children Succeeding in School Young People Staying Out of Trouble Stable Families Families with Adequate Income Safe and Supportive Communities

23

Georgia Policy Council for Children and Families

RESULTS Healthy children

Children ready for school

Children succeeding in school

Strong families

Self-sufficient families

24

Tip for Drafting Population Accountability Results

All ______ in ______ are __________

Insert your Population

Insert your Geographic area

Insert your Condition of Wellbeing

Families Tauranga Economically Secure

25

Examples of Means not Ends

1. COLLABORATION

2. SYSTEMS REFORM

3. SERVICE INTEGRATION

4. DEVOLUTION

5. FUNDING POOLS

26

Leaking Roof(Results thinking in everyday life)

Experience:

Measure:

Story behind the baseline (causes):

Partners:

What Works:

Action Plan:

Inches of Water

? Fixed

Not OK

Turning the Curve

27

Action Plan: #2

3 criteria for choosing Indicators

Communication Power

Proxy Power

Data Power

Does the indicator communicate to a broad range of audiences?

Does the indicator say something of central importance about the result?

Does the indicator bring along the data HERD?

Quality data available on a timely basis.

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Choosing IndicatorsWorksheetOutcome or Result_______________________

Candidate IndicatorsCommunication

PowerProxyPower

DataPower

H M L

H

Measure 1

Measure 2

Measure 3

Measure 4

Measure 5

Measure 6

Measure 7

Measure 8

HData

Development

Agenda

Safe Community

H M L H M L

H H

H L

Three Part Indicator List for each Result

Part 1: Primary Indicators

Part 2: Secondary Indicators

Part 3: Data Development Agenda

• 3 to 5 “Headline” Indicators• What this result “means” to the community• Meets the Public Square Test

• Everything else that’s any good (Nothing is wasted.)

• Used later in the Story behind the Curve

• New data• Data in need of repair (quality, timeliness etc.)

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What do we mean by a baseline?

Baselines have two parts: history and forecast

H

M

L

History Forecast

Turning the CurvePoint to Point

OK?

31

New Zealand

KruidenbuurtTilburg, Netherlands

Portsmouth, UK

Country

Neighbourhood

City

Indicator Reports

MADD

33

Key RBA concepts• 2 key types of accountability:

– Population – results / outcomes and indicators– Performance – performance measures

• 3 types of performance measures:– How Much Did We Do?– How Well Did We Do It?– Is Anyone Better Off?

• 7 questions that take you from talk to action• From Ends to Means: Change our thinking and approach

- from what we do, to what we achieve

34

QUICK EXERCISE

Population Accountability

All ______ in ______ are __________

Insert your Population

Insert your Geographic area

Insert your Condition of Wellbeing

How would you experience this outcome? What would be different?

How would you measure success? What Indicator would you use?

Tip for Drafting Population Accountability Results

Performance AccountabilityFor clients of programmes, agencies, teams and service systems

Mark Friedman (author)www.resultsaccountability.comwww.raguide.org

37

Results Based Accountabilityis made up of two parts:

Performance Accountabilityabout the wellbeing of

CLIENT GROUPS/CUSTOMERS

For Teams - Providers – Programmes - Agencies – Service Systems

E.g. Clients of Services, Collectives, Ministries or the Health System

Population Accountabilityabout the wellbeing of

WHOLE POPULATIONS

For Communities – Cities – Districts – Countries

E.g. All Rangatahi/Youth in Te Tai Tokerau, All Migrants in Nelson

38

The 7 Performance Accountability Questions1. Who are our clients? (Client Group/Customers)2. How can we measure if our clients are better off? (Client/Customer

Result / Outcome)3. How can we measure if we are delivering services well? (Quality

Measures)4. How are we doing on the most important of these measures? (Baseline

Data and Story)5. Who are the partners that have a role to play in doing better? (Partners)6. What works to do better including no-cost and low cost ideas? (Common

sense ideas & research where available)1. What do we propose to do? (Action Plan)

39

Performance AccountabilityGetting from talk to action

Client Group/Customers

“All performance measures

that have ever existed

for any programme

in the history of the universe

involve answering two sets of

interlocking questions.”

HowMuchdid we do?

( # )

Quantity

Performance MeasuresQuality

HowWell

did we do it?

(%)

Performance Measures

EffortHow hard did we try?

EffectAnyone better off?


HowMuch

HowWell

Effort

Effect

How much service did we deliver?

How welldid we

deliver it?

How much change / effect

did we produce?

What quality of change / effect

did we produce?

Quantity Quality

Effe

ct

Effo

rt

O

utpu

t

In

put


How much did we do? How well did we do it?

Is anyone better off?

# of young people (clients) receiving job training / mentoring

services

% clients who complete the job training /

mentoring programme

# of clients who move off a working age benefit and into

employment (at 6 months and at 12

months)

% of clients who move off a working age benefit and into

employment (at 6 months and at 12

months)

Social Services Example

E

ffect

Ef

fort

Quantity Quality

How much did we do?

Education example

How well did we do it?


Number ofstudents

Student-teacherratio

Number ofgraduates

Percent ofgraduates

Quantity Quality

E

ffect

Ef

fort

How much did we do?

Drug/Alcohol Treatment ProgrammeHow well did we do it?


Number ofpersonstreated

Percent ofstaff withtraining/

certification

Number of clientsoff of alcohol & drugs - at exit - 12 months after exit

Percent of clientsoff of alcohol & drugs - at exit - 12 months after exit

Quantity Quality

E

ffect

Ef

fort



Quantity Quality

Number ofstudents

Student-teacherratio

Number of secondary school

students whograduate on timeand enter Uni or

employment after graduation

Percent of secondary school

students whograduate on timeand enter Uni or

employment after graduation

Education example # 2

E

ffect

Ef

fort

How much did we do?

Primary Care Practice



Number ofchildren aged 0-2 enrolled

Percent ofchildren who did

not attend

Quantity

#children

aged 8 monthsimmunised

(in the practice)

%children

aged 8 monthsimmunised

(in the practice)

Effe

ct

Effo

rtQuality

How much did we do?

Not all performance measures are created equal



LeastImportant

Quantity Quality

MostImportant

Least

Most

AlsoVery Important

Effe

ct

Effo

rt

How much did we do?

The matter of control



Quantity Quality

LeastControl

PARTNERSHIPS

MostControl

Effe

ct

Effo

rt

Separating the Wheat from the ChaffTypes of performance measures found in each quadrant



# Clients/customers served

# Activities (by type of activity)

% Common measurese.g. client staff ratio, workload ratio, staffturnover rate, staff morale, % staff fully trained, % clients seen in their own language,worker safety, unit cost

% Skills / Knowledge (e.g. parenting skills)

#

% Attitude / Opinion (e.g. toward drugs)

#

% Behavior (e.g. School attendance)

#

% Circumstance (e.g. working, in stable housing)

#

% Activity-specific measures

e.g. % timely, % clients completing activity, % correct and complete, % meeting standard

Point in Time vs. Point to Point

Improvement

How much did we do?

Choosing Headline Measures and the Data Development Agenda



# Measure 1 ----------------------------

# Measure 2 ----------------------------

# Measure 3 ----------------------------

# Measure 4 ----------------------------

# Measure 5 ----------------------------

# Measure 6 ----------------------------

# Measure 7 ----------------------------

#1 Headline #1 Headline

#2 Headline#2 Headline

#3 Headline#3 Headline

#1 DDA#1 DDA

#2 DDA#2 DDA

#3 DDA#3 DDA% Measure 8 ----------------------------

% Measure 9 -----------------------------

% Measure 10 ---------------------------

% Measure 11 ---------------------------

% Measure 12 ---------------------------

% Measure 13 ---------------------------

% Measure 14 ---------------------------

# Measure 15 ----------------------------

# Measure 16 ----------------------------

# Measure 17 ----------------------------

# Measure 18 ----------------------------

# Measure 19 ----------------------------

# Measure 20 ----------------------------

# Measure 21 ----------------------------

% Measure 15 ----------------------------

% Measure 16 ----------------------------

% Measure 17 ----------------------------

% Measure 18 ----------------------------

% Measure 19 ----------------------------

% Measure 20 ----------------------------

% Measure 21 ----------------------------

Quantity Quality

E

ffect

Effo

rt

The matter of use

1. The first purpose of performance measurement is to improve performance.

2. Avoid the performance measurement equals punishment trap.

● Create a healthy organisational environment

● Start small

● Build bottom-up and top-down simultaneously

RBA categories account for all performance measures(in the history of the universe)

Quantity Quality

Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety

Client Satisfaction(quality service delivery& client benefit)

Cost / Benefit ratioReturn on investment

Client results / outcomes

EffectivenessValue addedProductivity

Benefit value

Product Output Impact

Process Input

Effe

ctEf

fort

Cost

TQM

Effectiveness

Efficiency

57

Quantity Quality






Benefit value

Process Input

Effe

ctEf

fort

Cost

TQM


58


Quantity Quality






Benefit value

Process Input

Effe

ctEf

fort

Cost

TQM

1. Did we treat you well?

2. Did we help you with your problems?

*


* World’s simplest completeclient satisfaction survey

59


Quantity Quality


Customer Satisfaction(quality service delivery& customer benefit)




Benefit value

Process Input

Effe

ctEf

fort

Cost

TQM


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Not all performance measures are created equal

Comparing performance

61

2. To Others When it is a fair apples/apples comparison.

3. To Standards When we know what good performance is.

1. To Ourselves First

Can we do better than our own history?

Using a BaselineCHART ON THE

WALL

62

Comparing Performance

1. To Ourselves First Can we do better than our own history?


Reward?

Punish?


63


1. To Ourselves First Can we do better than our own history?



64


The matter of standards

Quantity

Effe

ctEf

fort1. Quality of Effort Standards aresometimes WELL ESTABLISHED

● Childcare staffing ratios● Application processing time● Handicap accessibility● Child abuse response time

2. Quality of Effect Standards are almost always EXPERIMENTAL

● Hospital recovery rates ● Employment placement and retention rates● Recidivism rates

3. Both require aLEVEL PLAYING FIELD and an ESTABLISHED RECORDof what good performance is.

BUT

AND

65

Advanced Baseline Display

Your Baseline

Comparison Baseline

Goal (line)Target or Standard

Instead:Count anything better than baseline as progress.

Avoid publicly declaringtargets by year if possible.

●

Create targets only when they are:

FAIR & USEFUL

66

Key RBA concepts• 2 key types of accountability:

– Population – results / outcomes and indicators– Performance – performance measures

• 3 types of performance measures:– How Much Did We Do?– How Well Did We Do It?– Is Anyone Better Off?

• 7 questions that take you from talk to action• From Ends to Means: Change our thinking and approach

- from what we do, to what we achieve

67

QUICK EXERCISEPerformance Accountability

How much did we do?

Performance Measures for my …(insert the name of your Programme or Service here)



# Clients/customers served

% client satisfaction with xxx

% Skills / Knowledge (e.g. parenting skills)

# /

% Attitude / Opinion (e.g. toward drugs)

# /

% Behavior (e.g. School attendance)

# /

% Circumstance (e.g. working, in stable housing)

# /

Choose one

What would you put in here?

Who are your clients?

How Population & Performance Accountabilities Fit Together

70

Contributionrelationship

Alignmentof measures

Appropriateresponsibility

THE LINKAGE Between POPULATION and PERFORMANCE

POPULATION ACCOUNTABILITY

Result: Healthy Safe Young People Youth crime rates

CLIENT

RESULTS/OUTCOMES

# young people on programme

% meeting weekly with

mentor

# reoffending % reoffending

PERFORMANCE ACCOUNTABILITY

POPULATION

RESULT

Mentoring Programme for Young Offenders

Every timeyou make a

presentation,

use atwo-partapproach

Result: to which you contribute to most directly.

Indicators:

Story:

Partners:

What would it take?:

Your Role: as part of a larger strategy.


Programme:Performance measures:

Story:

Partners:

Action plan to get better:

Performance Accountability

Your Role

Result: to which you contribute to most directly.

Indicators:

Story:

Partners:

What would it take?:

Your Role: within the larger strategy.


Programme:Performance measures:

Story:

Partners:

Action plan to get better:

Performance Accountability

Your Role

Every timeyou make a

presentation,

use atwo-partapproach

Division #1

Programme #1

74

75

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Different kinds of progress1. Data

a. Population indicators:

Reporting on curves turned: % increase or decrease of the graphed data (e.g. the baseline).

b. Performance measures: Client group progress and improved service delivery:

How much did we do?How well did we do it?Is anyone better off? E.g. Skills/Knowledge, Attitude/Opinion, Behaviour Change,

Circumstance Change

2. Accomplishments Other positive activities accomplished, not included above.

3. Stories Real stories that sit behind the statistics that show how individuals are better off e.g. case studies, vignettes, social media clips.

77

What’s next?A Basic Action Plan for Results Based Accountability

TRACK 1: POPULATION ACCOUNTABILITY

• Establish results• Establish indicators, baselines and charts on the wall• Create a result card• Set tables (action groups) to turn curves

TRACK 2: PERFORMANCE ACCOUNTABILITY• Performance measures, and charts on the wall for

programmes, agencies and service systems

• Use 7 Questions manager by manager, and programme by programme, in management, budgeting and strategic planning

IN CLOSING

80

Kia ora / thank you!

WEBSITES:

www.raguide.orgwww.resultsaccountability.com

BOOK /DVD ORDERS:

www.sheapita.co.nzwww.trafford.comwww.amazon.com

81

Exercises

Fiscal Policy Studies InstituteSanta Fe, New Mexicowww.resultsaccountability.comwww.raguide.org

82

3 Options

1. Turn the Curve: Population Accountability

2. Turn the Curve: Performance Accountability

3. Develop a Performance Measure Framework for a programme or service (the 4 Quadrants)

83

Turn the Curve Exercise: Population Results5 min: Starting Points

- timekeeper and reporter - geographic area - two hats (yours plus partner’s)

10 min: Baseline - pick a result and a curve to turn - forecast – OK or not OK?

15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes

15 min: What works? (What would it take?) - what could work to do better? - each partners contribution - no-cost / low-cost ideas - information & research agenda part 2 – what

works10 min: Report convert notes to one page

Two pointers to action

84

ONE PAGE Turn the Curve Report: Population

Result: _______________Indicator

(Lay Definition)IndicatorBaseline

Story behind the baseline --------------------------- --------------------------- (List as many as needed)

Partners --------------------------- --------------------------- (List as many as needed)

Three Best Ideas – What Works 1. --------------------------- 2. --------------------------- 3. ---------No-cost / low-cost

SharpEdges

4. --------- Off the Wall

4. --------- Off the Wall 85

5 min: Starting Points - timekeeper and reporter - identify a Programme to work on - two hats (yours plus partner’s)

10 min: Performance measure baseline - choose 1 measure to work on – from the lower right quadrant - forecast – OK or not OK?

15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes

15 min: What works? (What would it take?) - what could work to do better? - each partners contribution - no-cost / low-cost ideas - information & research agenda part 2 – what works

10 min: Report Convert notes to one page

Two pointers

to action

86

Turn the Curve Exercise: Programme Performance

Programme: _______________Performance Measure

(Lay definition)PerformanceMeasureBaseline

Story behind the baseline --------------------------- --------------------------- (List as many as needed)

Partners --------------------------- --------------------------- (List as many as needed)

Three Best Ideas – What Works 1. --------------------------- 2. --------------------------- 3. ---------No-cost / low-cost

ONE PAGE Turn the Curve Report: Performance

SharpEdges



87

Develop a Performance Measure Quadrant

1. Decide on a service or programme that you would like to create a set of performance measures for;

2. Draw the four quadrants on a flip chart;

3. Brainstorm with your group the range of measures in each quadrant;

4. Work with the group to identify which measures you currently have data for;

5. Circle these and create the list of your most ‘vital few’ (e.g. 3-5 most important measures from your perspective);

6. Put these on to a clean piece of flip chart paper and you now have your performance measures for your service or programme.

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OTHER HELPFUL SLIDES

89

The first step in performance accountability is to

DRAW A FENCEAround something that has ORGANISATIONAL OR FUNCTIONAL IDENTITY

The Whole Organisation

Division ADivision B

Unit

Division C

FunctionUnit

1

90

● # of people served

● % participants who got jobs

● staff turnover rate

● # participants who got jobs

● % of children reading at grade level

● cost per unit of service

● # applications processed

● % patients who fully recover

What Kind of PERFORMANCE MEASURE?

Upper Left

Lower Right

Upper Right

Lower Left

Lower Right

Upper Right

Upper Left

Lower Right

91

1. A condition of well-being for children, adults, families and communities

2. A measure that helps quantify the achievement of a (result)

3. A measure of how well a programme agency or service system is working

4. A measure of the quantity of effort, how much service was delivered

5. A measure of the quality of effort, how well the service was delivered, how well the functions were performed

6. A measure of the quantity and quality of effect on (customer's) lives.

7. A visual display of the history and forecast(s) for a measure

8. Doing better than the baseline forecast.

Bridging across all professions and partnersRESULT

INDICATOR

PERF. MEASURE

HOW MUCH DID WE DO?

HOW WELL DID WE DO IT?

IS ANYONE BETTER OFF?

BASELINE

TURNING THE CURVE 92

The cost of bad results

Invest in prevention to reduce or avoid out-year costs.

The costs of remediating problems after they occur

InvestmentTrackCost

$300 billion

Revenue

Convergenceof Cost & Revenue

93

2008

The business case for investment in prevention

United States 1970 to 2010

94

Lay

Definition

All data have two incarnations

Technical

Definition

University Graduation Rate % enrolled 01 June who graduate 15 June

% enrolled 30 Sept who graduate 15 June

% enrolled Bachelors who graduate at x date

95

Select 3 to 5 Performance Measuresat each level of the organization

Pick the 3 – 5 most important of the 9 – 15 measures or create composites.

Pick the 3 – 5 most important of the 9 – 15 measures or create composites.

“Get over it!”“Get over it!”

Be disciplined about what’s most important. Don’t get distracted.

Be disciplined about what’s most important. Don’t get distracted.

??

. .

96

97

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Population Results

1. Population2. Results (Outcomes, Goals)3. Indicators (Benchmarks) Data Development Agenda Report Card4. Baseline5. Story behind the baseline Cost of Bad Results Research Agenda Part 1

6. Partners 7. What works Research Agenda Part 2

8. Action Plan (strategy)9. Funding Plan (budget)

Program Performance

1. Customers (Clients)2. Performance measures Customer results Quality of Effort Quantity of Effort Data Development Agenda3. Baseline4. Story behind the baseline Research Agenda Part 1

5. Partners6. What works Agency/program actions Partner's actions Research Agenda Part 2

7. Action Plan (strategy)8. Funding Plan

Framework:

__________

Framework Crosswalk Analysis

(For Population Well-being, Across Communities, Across Systems)

(For Programs, Agencies and Service Systems)

Example

Input

Activity

Output

Outcome

Goal

Logic Model

99

Documents

Results Based Accountability Basics A One Day Presentation