OK, everybody.
One of the really great things that I like about the RBA
is that it talks about what is the relationship
between population and performance.
You and I know that there are two types of accountability,
population and performance.
But one of the most critical questions
is how do those two types of accountability fit together?
So let's look at that.
What is the linkage between population performance?
Again, I'd like to acknowledge Becky and Shelley from MSD
because this is a practical example.
We have a population result or outcome here.
Youth in New Zealand are safe, strong, and independent.
Youth in New Zealand are safe, strong, and independent,
remembering that a population result
where outcome is a high-level aspirational statement
for a population.
There are two indicators here, and remembering that indicators
are pieces of data which enable us to measure whether or not
a population result or outcome is occurring.
And there are two indicators here,
youth crime rates and NCE attainment rates,
NCEA attainment rates.
For the youth crime rates, we want to turn the curve down.
For the NCEA attainment rates, we want to turn the curve up.
Then, what we've got, and we had a little look at this before,
is a NGO delivering this particular programme which is
the breakthrough, integrated case management programme.
Let's put up some example performance measures.
How much, how well, any better off?
How much did we do?
Number of clients?
How well do we do at completion rates percentage?
But is anyone any better off, the number and percentage
of clients who did not re-offend, the number
and percentage of clients who are in education.
As you can see, these are population results
and indicators and there's also performance measures related
to a service or program.
But what's the linkage between the two?
And in RBA, we talk about three types
of linkages which make it really simple to understand
the relationship.
Firstly, we talk about a contribution relationship,
a contribution relationship.
And what we say is that if organizations, agencies,
or systems are delivering client results or outcomes,
then they are contributing to population results or outcomes.
And it's really just common sense.
Because remember, we had that ends and means conversation?
Well, this is the end, and these are the means.
Really simple.
Commonsense.
There's a contribution relationship
between client outcomes that are being delivered
on the ground and also whole population results
and outcomes.
It's very simple.
When we also talk about linkages,
we talk about the alignment of measures.
As you can see here, we've got an indicator
in the crime space.
We've got an education indicator.
And for this particular program, we also
have measures, performance measures,
and one is in the crime space, or did not re-offend.
And one is in the education space.
So there is an alignment of measures
there, which is very important if you
want to talk about what is the contribution between client
outcomes, and population results and outcomes.
And last but not least, we also talk
about appropriate responsibility.
You've heard me talking during our time
together today that population accountability is
about multiple stakeholders sharing the accountability
for achieving results or outcomes for a population,
whereas performance accountability is about,
for example, this particular provider holding
the accountability for delivering outcomes
to its clients, outcomes to its clients.
And we distinguish between those two types of responsibilities
because it's really important.
If we said to this particular provider, actually,
we're going to measure your success
using an indicator and a result, immediately
you can see that we're setting that individual organization up
to fail.
Because no individual organization
can deliver on population results in their own right,
in their own right.
Because population results and achieving
results or outcomes for a whole population
is about multiple stakeholders sharing and working together
to achieve the same.
It's really important to understand
that there are different types of responsibilities
when talking about population vs. performance.
So here's an example of a results scorecard map.
There is a results scorecard software associated with RBA.
And it enables you to understand the relationship
and the linkages and to report on population
results, indicators, and also performance measures.
But here is a diagrammatic representation
of the relationship between performance accountability,
population accountability, and also,
a set of community partners who is
taking a strategic leadership role in this space.
For example, I just use the top result here.
Or population outcome is Tino Rangatiratanga
and the indicator of success is the employment rate.
And in this scenario, what would happen
is that these community partners have
agreed that they will work together collaboratively
to achieve this population result measured
through this indicator.
But what they're also doing, in this example,
is they're understanding what are the range of services,
projects, or initiatives that are being
developed across the community?
And what are the performance measures of success?
And they've mapped those performance measures,
"how much, how well, any better off",
"how much, how well, any better off", to the result
and indicator that these project services, or initiatives,
most contribute to.
What we start to see in this type of picture
is what I call a clearer line of sight
between the outcomes being delivered by multiple partners
to clients, and the contribution they
make to whole of population results and indicators.
That clear line of sight and the linkages
between performance and population
are absolutely critical moving forward,
in terms of an outcomes-based contracting
and an outcomes-focused sector.
We've talked a lot about data today,
a lot about quantitative data.
Remember, population indicators are simply
pieces of data which enable us to measure whether or not
population results or indicators, sorry,
population results or outcomes are occurring.
And we've also talked about performance measures,
again, pieces of data about clients,
how much, how well, any better off.
But what we wanted to reassure you of today
was that we also in RBA value qualitative data,
so accomplishment stories, vignettes, evaluations, etc.
And we really encourage you to partner the qualitative
and quantitative information together when
you're demonstrating, or showcasing,
the success of your service programme or initiative linked
to population results and indicators.
One of the objectives today, if you'll
recall at the beginning of our hour session,
was to understand what is the relationship between RBA
and streamlined contracting with NGOs?
And in this table, you can see that, in terms of RBA concepts,
and the outcome agreement, and the outcome agreement
management plan, there is a direct relationship.
In terms of the outcome agreement,
we invite you to use RBA to identify the population outcome
and also performance measures.
A tick means that they definitely need
to be in the outcome agreement.
Because they sit the scene, don't they,
in terms of population accountability,
and also, performance accountability.
We need to know "how much", "how well", but, and particularly,
"any better off", in order to understand whether or not
that service program or initiative is actually
an outcomes-focused initiative.
And then, it's really good to understand,
is there a linkage to a population outcome?
Now, in terms of the indicator and the outcome agreement,
it is optional.
But we highly recommend you do it.
And we highly recommend you include an indicator because
of that line of sight issue that I told about before.
How would we know that this service programme or initiative
is actually contributing to a population result or outcome
if we haven't got a clear and agreed framework around
the same?
In terms of the outcome agreement management plan,
this, again, is optional.
We invite you to use RBA as part of the outcome agreement
management plan.
Optional, but highly recommended.
And if we think about things like the story
behind the baseline partners, what works in the strategy
and action plan, you'll recall that those
are all part of the seven questions, the seven
questions which take us from ends to means.
If the performance measure in particular
"is anyone anybody better off?" is our end,
we actually need to work out how we're going to get there.
So it's about applying the seven questions
and applying them collaboratively
between funder and provider.
The RBA framework provides you an opportunity
to change the nature of your collaborative relationships
between funders and providers and to really partner in terms
of turning those curves, in terms of turning those curves.
Again, it is optional in terms of utilizing the seven,
or the seven questions, which take us from ends to means.
But we really encourage you to do it
because it does enable you to change
the nature of your relationships and to also encourage
partnered working together.
How does RBA improve your contracting?
We've talked a little bit about that.
But I just wanted to highlight here the common language.
You and I have a common language.
Now we know that there's 2-3-7, 2-3-7 from ends to means.
We can talk about population or performance accountability.
And we can actually talk to each other, not past each other.
And that's one of the greatest benefits of RBA
is that the nature of our conversations are a lot richer.
And we actually talk to each other, not past each other,
about outcomes.
And also, it produces powerful data
because it enables us to measure,
not just participation, the number of clients,
what it does is it enables us to measure whether or not
those clients are actually better off.
Surely that's the most critical question in terms of, what was
the quantity and the quality of the effect of the particular
service programme or initiative?
It also enables us to ask and answer
questions like, yes, should we buy more of these services
or programs because they are really effective?
Or no, and then we ask ourselves, well,
is did that the right NGO for the job, and/or is
it the right program to invest in?
But if we don't have an outcomes focused framework,
we will never be able to answer those questions.
OK, everybody, I'm really sorry to say that it's
the end of our one-hour intro.
And I can see the disappointment on your face.
But I know that as part of the MBIE project,
there will be more opportunity for us
to engage with each other.
There will also be more support for you,
in terms of the utilization of RBA and the MBIE Streamlining
Contract initiative, including RBA 101s
and also training the facilitators.
But on behalf of MBIE and Shea Pita and Associates,
I'd like to thank you for spending this hour with us
today and would also like to extend an opportunity for you
to ask any questions, post our one-hour introduction
by contacting the MBIE project team or myself.
Kia Ora everyone.
Thank you very much.
And I look forward to working with you in the future.
Kia Ora.