Community Balanced Scorecardsand Effective Community Governance
Paul Epstein Results That Matter
Team (www.RTMteam.net)
Community Indicators Consortium Webinar
March 8, 2012
About Us Epstein & Fass Associates: Results That
Matter Team www.RTMteam.net
• Measuring and improving performance since 1985
• Consulted for organizations with a wide range of missions from all levels of government, the UN, and U.S. & international NGOs
• Lifetime Achievement Award from ASPA for Performance Measurement Practice
• Three books include Results That Matter (Jossey-Bass, 2006) which features Effective Community Governance
• Community Balanced Scorecard Tools Used by Public Health Partnerships & Subsidized Housing Communities (and for training by U.S. & International Community Building NGOs)
• State Strategy Projects to Support Performance Management & Public Health Accreditation
Results That Matter Team (www.RTMteam.net) 2
Community Indicators
High Level Outcomes
3Results That Matter Team (www.RTMteam.net)
4Results That Matter Team (www.RTMteam.net)
Challenge: Improve Community Outcomes that No One Organization Can Improve On Its Own
• Map a “macro strategy” to:– Structure a plan to achieve a community vision
– Communicate strategy to help stakeholders find their roles and become partners in improving outcomes
• Focus measurement on performance drivers as well as the outcomes to be improved– Most community outcomes are lagging indicators
– Performance drivers are leading indicators
– Each partner takes responsibility for leading indicators
– All partners have mutual accountability for outcomes
5Results That Matter Team (www.RTMteam.net)
Origins of Community Balanced Scorecards
• Looking for a new way to implement Effective Community Governance
• Observations by Results That Matter Team– Paul Epstein: An effective community change
program in Ukraine had a “hidden” balanced scorecard strategy
– Lyle Wray: Communities could benefit from strategic alignment power of balanced scorecards if they could be broadened to multiple partners
Effective Community Governance Model Basis for book RESULTS THAT MATTER (Jossey-Bass, 2006)
Measuring Results
1 3
2
4
2. Organizations Managing for Results
1. Community Problem Solving
4. Communities Governing for
Results
3. Citizens Reaching for Results
Align 2 or 3 “Core Skills” to Get 4 “Advanced Governance Practices”
Engaging Citizens
Getting Things Done
(Public & Private)
6
5 Main Engagement Roles for Citizens
Citizens as:• Stakeholders:
• Advocates • Issue Framers:
• Evaluators • Collaborators:
Key Variations of Three Roles:•Customers•Owners•Interested Parties
•Foundation Builders (e.g., set a vision, strategic goals, long-term outcome indicators)•Agenda Setters (e.g., identify issues to address, budget or policy priorities, service targets)•Problem Definers•Solution Identifiers
•Compromisers•Co-producers•Asset Leveragers
7Results That Matter Team (www.RTMteam.net)
Improving How Communities Improve Themselves
How do communities with effective governanceimprove themselves?
Four Community Improvement Themes:• Robust citizen engagement in multiple roles • Use of performance feedback in organizational or
community decisions • Linking desired results to resources and
accountable people or organizations• Use of collaborations
8Results That Matter Team (www.RTMteam.net)
9Results That Matter Team (www.RTMteam.net)
Community Balanced Scorecard (CBSC)
• Like a Balanced Scorecard (BSC): An integrated strategic planning and management system but community-focused– Maps strategies based on cause & effect assumptions across different
perspectives or “views.”
– Communicates vision, mission, and strategy to stakeholders
• Pulls community together around common outcomes– Leverages assets from all partners or sectors
– Aligns partners behind a common strategy for faster, measurable results
– Creates each partner’s accountability for driving performance
– Creates mutual accountability for improving community outcomes
Intended for issues that cannot be resolvedby one organization.
10
Execution Gap
Community Balanced Scorecards improve the Alignment and Execution of Strategies Across Community Partners
No Strategic AlignmentHigh Level Goals
Power of Strategic Alignment
Achieve Community Outcomes
GovernmentAgencies Businesses
Schools Colleges &Universities
FaithCommunities
NonprofitsCommunityGroups
Families & Individuals
Community Balanced Scorecard Components
Performance Measures, Targets, &
Initiatives
Perspectives
Vision, Overall or by Issue or “Theme”
CommunityPriorities
Strategy MapStrategic Objectives
11Results That Matter Team (www.RTMteam.net)
Perspectives: Different Views of the Community
12Results That Matter Team (www.RTMteam.net)
Organizational BSC PerspectivesPerspectives can vary by organization, especially outside the business sector
Traditional Business
Perspectives
• Financial Performance
• Customer
• Internal Business Process
• Learning & Growth
HartfordPublic Library
• End Results
• Processes & Practices
• Learning and Growth
• Leadership and Development
City of Charlotte, North Carolina
• Serve the Customer
• Run the Business
• Manage Resources
• Develop Employees
13Results That Matter Team (www.RTMteam.net)
Public Health
Partnerships
• Community Health Status
• Community Implementation
• Community Process & Learning
• Community Assets
Detroit Communities
of Hope
• Quality of Life Outcomes
• Community Implementation
• Community Capabilities & Learning
• Community Assets
RDA Donbass,Ukraine
• Quality of Life Outcomes
• Projects & Services
• Community Governance Processes
• Leadership & Engagement
CBSC Perspectives: Examples
14Results That Matter Team (www.RTMteam.net)
How Donbass perspectives relate to the effective community governance model:
Leadership & Engagement
Governance Processes
Projects & Services
Quality of Life Outcomes
The most important Measurable Results
Implementing systems & processes that empower citizens, use measurement, & enable advanced community governance practices.
Engaging citizens and building community leadership
Assu
med
cau
se &
effec
tGetting Things Done in order to achieve measurable results
15
Модель качества жизни развитая в АМР Донбасс в соответствии с 4 взглядами на качество жизни общества
Результаты качества жизни
Увеличение дохода и
снижение уровня
безработицы
Улучшение сохранности
и Безопасност
и
Улучшение Качества
Окружающей среды
Расширение Возможностей для
Молодежи и ихразвития
Улучшение Бытовых и Жизненных
Условий
Стратегия улучшения качества жизни в ДонбассеВзгляды:
Проекты и услуги
Улучшение образования
для людей всех возрастов
Улучшение здравоохранения, соцобеспечения
и Законодательной
базы
Расширение культурных и исторических возможностей
Работа с молодежью
Процессы управления в сообществе
Achieve Project Analytical
QualityAssurance
Использование информации более эффективно, например,
Информационный центр, Общественный паспорт
Эффективное консультирование
и управление вместе с властью
Лидерство ивовлечение
Развитие и обучение
комитета по программам
Развитие и обучение
гражданских волонтеров
Продолжение работы по вовлечению
граждан
Привлечение открытых и частных
инвестиций
16
You often need to “zoom in” from:• a “top level” strategy map• to maps with more focus
17Results That Matter Team (www.RTMteam.net)
Cascading the strategy
STRATEGY TO IMPROVE HOUSING Strategic Objectives
Incorporate Citizen Participation into
Governance
Improve Legal
Services
Quality of Life Outcomes
View:
Projects & Services
Community Governance Processes
Leadership& Engagement
ImproveHousing &
LivingConditions
Improve Maintenance
Services
Attract Public & Private
Investment
Develop & Train Citizen Volunteers
18
STRATEGY TO IMPROVE HOUSING Sample Initiatives & Measures for 4 Related Objectives
Incorporate Citizen Participation into
Governance
Measure:
- Percent of residents satisfied with housing maintenance
Measure:- Percent of resident-reported maintenance problems solved
Initiatives:- Organize resident housing committees- Train residents to monitor building maintenanceMeasures:- Number of committees registered- Number of residents who complete monitoring training
Initiative:- Initiate resident monitoring & communication to maintenance companies- Measure:- Percent of participating citizens satisfied that their engagement makes a difference
Improve Maintenance
Services
ImproveHousing &
LivingConditions
Quality of Life Outcomes
View:
Projects & Services
Community Governance Processes
Leadership& Engagement
Develop & Train Citizen Volunteers
19
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Document Objective Details
From:Residents are organized in only 3 buildings. All others seem to be waiting for maintenance companies to fix things on their own or for government to make companies fix things without citizen advocacy.
To:All multi-family buildings have several residents serving as volunteer leaders of resident groups, and several residents trained in systematic maintenance monitoring to aid advocacy.
Theme: Improve Housing Objective: Develop & Train Citizen Volunteers“Owner” (Responsible Partner): Northeast Neighborhood Association
Performance Measures & Targets: By the end of 2012,Northeast Neighborhood Association will:– Organize residents of 12 multi-family buildings to establish housing
committees, and get them registered for public standing & support.– Train 60 residents in a full program of maintenance monitoring.
Desired Change
Initiatives:– Organize resident housing committees and train leaders– Train residents to monitor building maintenance
STRATEGY TO IMPROVE HOUSING Sample Initiatives & Measures for 3 Related Objectives
Improve Maintenance
Services
Initiative:- Launch multi-family building project Measures:- Percent of residents living in overcrowded homes - Percent of families living in homes with modern heating- Percent of residents who have noticed neighborhood improvements
Attract Public & Private Investment
Initiatives:- Upgrade heating systems in oldest buildings- Expand beautification competitions to all neighborhoodsMeasures:- No. of buildings with heating systems upgraded- No. of neighborhoods with beautification competitions- No. of neighborhoods that implement ongoing outdoor maintenance after competitions
Initiatives:- Apply for corporate or federal capital improvement grants - Increase donor pool for (small) local grantsMeasure:- Rubles per capita of capital grants received- Rubles per capita of local grants
ImproveHousing &
LivingConditions
Quality of Life Outcomes
View:
Projects & Services
Community Governance Processes
Leadership& Engagement
21
SAMPLE STRATEGY FOR A WHOLE COMMUNITY,with Housing as a “Strategic Theme”
Increase Income and Employment
Improve Safety and Security
ImproveEcology
Expand YouthOpportunities
& Development
ImproveHousing &
LivingConditions
Strategic Objectives
Improve Education for People of All
Ages
Improve Legal
Services
Expand Cultural, Historical, & Recreation
Opportunities
Work with Youth
Use InformationEffectively
Develop & Train Program
Committee
Keep Expanding Community
Outreach
Improve Maintenance
Services
Incorporate Citizen Participation into
Governance
Quality of Life Outcomes
View:
Projects & Services
Community Governance Processes
Leadership& Engagement
Attract Public & Private
Investment
Develop & Train Citizen Volunteers
22
Perspectives in Current Practice for Public Health Community Balanced Scorecards & Strategy Maps
Community Assets
Community Implementation
Community Health Status
Community Process & Learning
Assu
med
cau
se &
effec
t
23Results That Matter Team (www.RTMteam.net)
# 1Assess, Disse-
minate Population
Health Status &PH Issues
# 7Promote
Strategies to Improve Access to Services
# 2Investigate, Contain PH Problems &
Hazards
Minimize Risks
# 6Enforce
Public Health Laws
“Top Level Strategy Map” Based on PHAB Domains, Including the 10 Essential Services of Public Health
# 3Inform, Educate About PH Issues
(Promote Health)
# 4Engage the
Community to ID & Address
Health Problems
# 5Develop PH Policies &
Plans
# 9Evaluate &
Improve Processes,
Programs, & Interventions
# 10Contribute to & Apply
the Evidence Base of PH
# 8Maintain a
Competent PH Workforce
#12Maintain
Capacity to Engage the PH
Governing Entity
STRATEGIC OBJECTIVES (“Generic Categories” for Issue-specific Strategic Objectives)Perspectives
Community Health StatusHealth Outcomes, Disparities,Determinants, Risks.
Community ImplementationProjects, services, & actions to improve health or the conditions for health.
CommunityProcess & Learning
All policy, planning, & decision processes that can affect health. Also, gathering & using information.
Community AssetsFinancial & non-financial resources (e.g., people, organizations, partnerships, facilities, equipment) and how they function to support health strategies.
Improve Health
Outcomes & Eliminate
Disparities
#11Maintain
Administrative & Management
Capacity
24
You often need to “zoom in” from:• a “top level” strategy map• to maps with more details.
25Results That Matter Team (www.RTMteam.net)
Cascading the strategy
Examples of Community Health Themes (Vision 2020, Cheshire County, NH)
Vision: Become the healthiest community in the nation
STRATEGIC OBJECTIVESPerspective
Community Assets
Community Health
Outcomes
Community Implemen-
tation
Community Process & Learning
Social Determ
inants of Health
Social Support Netw
orks
Health Education &
Awareness
26
Active Living
Healthy Eating
Perspective
Com
mun
ity H
ealth
O
utco
mes
Com
mun
ity Im
plem
en-
tatio
nVision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.
Increase Active Living
Improve Access & Safety of Outdoor & Indoor Recreational
Venues
Inform/Support people to increase
active living
V2020 Active LivingStrategy Map - DRAFT
Increase the physical activity levels of youth and adults
Increase percentage of adults who are at a healthy weight
STRATEGIC OBJECTIVES
Minimize Obesity & Eliminate Disparities
Improve the Built Environment for
Active Living
Enforce Policiesthat Increase Active
Living
27
Improve Access and Safety of Outdoor/Indoor
Recreational Venues
Increase Active Living
Improve the Built Environment for
Active Living
Perspective
Com
mun
ity
Hea
lth
Out
com
es
Com
mun
ity
Impl
emen
-ta
tion
Com
mun
ity P
roce
ss
& L
earn
ing
Inform/Support people to increase active living
Minimize Obesity & Eliminate Disparities
Vision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.
V2020 Active LivingStrategy Map - DRAFT
Increase the physical activity levels of youth and adults
Increase percentage of adults who are at a healthy weight
STRATEGIC OBJECTIVES
Enforce Policiesthat Increase Active
Living
Develop & Advocate for Policies, Plans & Programs that increase active living
Evaluate and Improve Programs and Projects
Monitor & Share Health Outcome Data
Identify and Use Best Practices
28
Develop & Advocate for Policies, Plans & Programs that increase active living
Improve Access and Safety of Outdoor/Indoor
Recreational Venues
Increase Active Living
Improve the Built Environment for
Active Living
Perspective
Com
mun
ity
Asse
ts
Com
mun
ity
Hea
lth
Out
com
es
Com
mun
ity
Impl
emen
-ta
tion
Com
mun
ity
Proc
ess
& L
earn
ing
Inform/Support people to increase active living
Evaluate and Improve Programs and Projects
Monitor & Share Health Outcome Data
Minimize Obesity & Eliminate Disparities
Vision: Cheshire County residents will make our community the healthiest in the nation by 2020 by adopting more active lifestyles.
Identify and Use Best Practices
V2020 Active LivingStrategy Map - DRAFT
Increase the physical activity levels of youth and adults
Increase percentage of adults who are at a healthy weight
STRATEGIC OBJECTIVES
Enforce Policiesthat Increase Active
Living
Align and expand Health Providers’ role in the promotion of
Active Living
Engage individuals & organizations in action around
active living where people live, learn, work & play
Maximize existing resources, pursue
funding opportunities, and build capacity
Community Indicators
High Level Outcomes
31Results That Matter Team (www.RTMteam.net)
Lagging & Leading Indicators
Population & place outcomes tend to “lag”
33Results That Matter Team (www.RTMteam.net)
So you need performance drivers that “lead” to enable mid-course corrections to your strategy.
Some performance drivers are participant outcomes
Population & Participant Outcomes
34Results That Matter Team (www.RTMteam.net)
Performance Drivers to Outcomes
Chains of Success in a CBSC35Results That Matter Team (www.RTMteam.net)
Performance Driver
Population or Place Outcomes
Performance Drivers, including Participant Outcomes
STRATEGIC OBJECTIVESPerspective
Community Assets
Community Health Status
Community Implemen-
tation
Community Process & Learning
Improve outcomes for people with, or at risk of, behavioral health problems
Monitor needs by problem type & demographics
Improve access to behavioral health
resources
Reduce risk of behavioral health crises, including
hospitalizations & suicides
Develop & advocate for new or improved programs & policies on
behavioral health
Increase early identification & treatment
Educate “gatekeepers” (health workers, educators, employers, first responders, & others) about behavioral health 36
Research & seek funding for
opportunities to use evidenced-
based best practices
Continually update knowledge & skills of behavioral health
professionals
37
Wood County Performance Measures for Highlighted Objectives
COMMUNI
TY ASSE
TS
Educate “gatekeepers” (health workers, educators, employers, first responders, & other stakeholders) about behavioral health Performance Driver: # of “gatekeepers*” trained in identifying & responding to
behavioral health concerns Performance Driver: # of gatekeepers who report that the training enhanced their
ability to respond to behaviors of concern in others. Performance Driver (Participant Outcome): # of gatekeepers who report having
applied the knowledge learned in training situations in their life.
COMMUNI
TY IMPLEMENTATION
Increase early identification & treatmentPerformance Drivers: # of youth and adults who are screened for depression # of youth identified for early behavioral health concerns # of youth who receive treatment due to the screening process
COMMUNI
TY HEAL
TH STAT
US
Improve outcomes for people with, or at risk of, behavioral health problemsPopulation Outcomes: Suicide rate Substance abuse rates for youth Hospitalization rates for behavioral health
Info on Objectives to Manage the Strategy
• Objective Description• Desired Change: From-To Gap• Performance measures & targets (scorecard)
– Include baseline or historical data as available– Costs or revenue can sometimes be measures
• “Owner” & team: Consider “Results Compacts”• Existing initiatives and priority new initiatives• Add periodic data for a strategic performance
management system
Results That Matter Team (www.RTMteam.net) 38
Zooming in to the Details of Execution
Increase Active Living &
Healthy Eating
39© Copyright 2011 Insightformation, Inc.
Click Right to Details of Objectives
Add and Edit info, right in meetings
Presentation Ready: Just Add Information40© Copyright 2011 Insightformation, Inc.
Monitor Implementation by Theme & by Partner
Create & select different scorecards for themes, programs, organizational units, partners
42© Copyright 2011 Insightformation, Inc.
Individual Partner Scorecards
43© Copyright 2011 Insightformation, Inc.
Track partner performance data vs. targets
Can also track each partner’s use of grant budget vs. targets for each period
Cascade Scorecards for a Strategic Performance Mgt System
45© Copyright 2010 Insightformation, Inc.
Tobacco Reduction Scorecard
Healthy Eating & Active Living Scorecard
Top Level Scorecard
Partner A Scorecard
Partner B Scorecard
Themes
Partners’ Scorecards
• Change scorecards by clicking your mouse• Data for multiple scorecards only entered once• Calculated measures possible based on data entered from multiple sources• Roll-up measures possible based on data entered by multiple users
Top Level
High Blood Pressure Control Scorecard
Alcohol Consumption Scorecard
Contact Information
Results That Matter Team• Paul Epstein: [email protected] or 212-349-1719
Questions?
46Results That Matter Team (www.RTMteam.net)