The Outcome Based Accountability™ journey from Talk to Action is shown here as a flow chart, starting with the desired whole population outcome at the top left hand side of the chart travelling through seven steps to the Action Plan. Because of the complexity of the issues faced in communities, this is an iterative process, constantly reviewing the data and changing story behind the baseline to adjust our thinking accordingly. The flow chart therefore goes from the Action Plan through a review process referring back to progress against the indicator baseline. The process then repeats itself, reviewing the story behind the baseline, the choice of partners, what works and the action plan. Addressing challenges around social deprivation is rarely a ‘task and finish’ process. Progress against the indicators needs continuous review as the stories behind the baseline change, requiring adjustments to the Action Plan and the delivery mechanism to keep the curve turning in the right direction and at the right pace.
The Means is illustrated in the lower half of the graphic as the delivery or procurement of actions arising out of the Action Plan. Projects or services are defined by performance measures which measure the quantity (How Much?), quality (How Well?) and impact (Better Off?) of individual actions or interventions. The graphic demonstrates how the “Better Off” measures (or Customer Outcomes) contribute towards the desired outcome (the ends) at the whole population level.
It is critical that the distinction between ends and means is understood otherwise the lines of accountability become blurred, confusion sets in and progress towards outcomes is frustrated.
Accountability
Attaining clarity around appropriate accountability is critical for designing and monitoring strategies to improve community quality of life. Confusing accountability fosters a blame culture; blaming the social worker if a child is abused; blaming the police if crime levels are high; blaming doctors for poor health. It is irrational to hold a single organisation wholly accountable for change at the whole population level when this work is invariably mired in complexity with multiple factors impacting on successful outcomes.
For example: To move towards a whole population outcome of ‘all people enjoy good health and wellbeing’, we need a broad range of partners working together to formulate a plan consisting of a range of actions that have a reasoned chance of making a difference (i.e. a strategy). Improving health and wellbeing in a community requires (amongst other things) decent housing; community safety; good education; economic prosperity; healthy lifestyles; a clean and quality environment. To attempt to pin accountability onto a single organisation working in isolation therefore makes no sense. Instead we need a cross-sector partnership of organisations and stakeholders to take collective accountability for designing and monitoring a credible strategy.
Despite the logic of this approach, it is still common practice to see blame placed on single agencies for failings at the Whole Population level. If health indicators are failing to improve, then the health providers are typically blamed: the finger of blame is usually pointed at the Police Service for spiralling crime rates. Both agencies clearly have a major role to play but neither can make a significant impact on outcomes for a whole population by working in isolation.
On the other hand, it is reasonable to hold a single organisation accountable for the quality and impact of the services it provides directly to its clients or service users. So, for example, it is reasonable to hold a doctor’s surgery accountable for the quality of service it gives to its patients in terms of treating them well, giving an accurate diagnosis and appropriate treatment or referral. But that is not the same as holding the GP solely accountable for the patient’s overall health and well-being.
Recognising this, Outcome Based Accountability™ (OBA) identifies two distinct types of accountability:
Population Accountability: Being about the wellbeing of whole populations, i.e. all people within a defined community whether they are in receipt of services or not.
Performance Accountability: Being about the effectiveness of service providing agencies, programmes or projects and the wellbeing of their client populations or service users. Ensuring clarity of thinking on recognising appropriate accountability is critical.
Steve Brennan
Chief Finance Officer, NHS North Kirklees CCG
David worked with us to introduce the OBA approach to our senior clinical leaders and managerial staff. This invaluable session struck a chord with us in terms of how we can make a big impact on improving the health and social care for our population with the scarce resources we have at our disposal.
Nick Pontone
Previous Manager, Hull Business Forum
David’s knowledge and facilitation skills have helped bring our business forum meetings alive. His blend of audience engagement, incisive questions and good humour has consistently been a major factor in the success of our events.
Nick Warren
Chief Executive (Retired), Voluntary Action Sheffield
I have worked with David on a number of occasions in recent years and appreciate his skills at facilitating focussed discussion within a diverse group of individuals, analysing complex data and providing the tools for effective decision-making.
Carol Cooper-Smith
Director, Barnsley Development Agency
I have worked with David Burnby on numerous occasions and on very different subject areas, eg LEGI, workforce development, social enterprise. His facilitation skills are excellent and he has a real talent for involving people and bringing out fresh ideas. We’ve been particularly impressed with his work on Outcome Based AccountabilityTM.
Dr Ian Kelly
Chief Executive, Hull and Humber Chamber of Commerce
David’s passion and enthusiasm is what makes his work as facilitator such a success. He is great fun to work with and his preparation and insight tease out all the key issues under discussion.
Professor Marjorie Mayo
Professional and Community Education, Goldsmiths, University of London
David is one of the most effective and inspiring facilitators that I have ever come across. He has the most imaginative and engaging way of working with groups, providing the knowledge that participants need whilst stimulating their interest and enthusiasm. David combines an apparently relaxed style with the most demanding professional standards – highly recommended.
Philip Houlden
Justices' Clerk, Humber Division
David assisted with some important work in relation to how best to engage with residents and community groups. His knowledge and skill was a vital part of establishing that aspect of my project which needed to be handled carefully and sensitively
Chris Simpson
(Previously) Head of Community Regeneration and Culture, Blyth Valley Borough Council
David was a great help to us in Blyth Valley in carrying out a review of the VCS infrastructure support in the area. He has extensive knowledge of working in the sector and his final report helped us map out a way forward.
Kevin Curley
Chief Executive (Retired), NAVCA (National Association for Voluntary and Community Action)
A top quality facilitator and adviser, David works from a strong values base and always delivers on his promises. Highly recommended.
Pete Chilvers
Chief Executive, SDSA
We have worked with David for several years in a number of leadership development programmes. David’s contribution is now one of the first onto the drawing board of any new programme design as his presentation around leadership for outcomes is always totally relevant, challenging and well-received. His presentation of OBA/RBA serves as a powerful reminder of the core purpose of public service.
Becky Clarke
Health Trainer Service Manager, Hull Health Trainer Service, (NHS Hull)
David planned and facilitated a team away day for us in the middle of service and team change management. His advice proved to be invaluable in terms of management objectives being achieved and he gauged the sessions just right. I am both pleased and surprised by how the team dynamics changed following this day. Five months on and the team are positive about further developments to the service and working together
Ian McGregor
General Manager, Tees Valley Leisure
I was involved in David’s Outcome Based Accountability (OBA) 2 day course. From what was expected to be a very complex matter upon building strategies to influence outcomes across a broad population, David managed to make the journey simple, straightforward and practical, turning talk into action. I’d advocate businesses adopting OBA and suggest that people should make contact with David to find out more.
Russ Waterman Ma MCMI ABCI
Manager, Hull Youth Justice Service, Hull City Council
Working in law enforcement and facing the prospect of integrating other public service personnel into the wider policing family long before it became a buzz word could have been a headache without the expertise of David and his team. The training and exercising of leadership and partnership skills was unbeatable and had an immediate and positive effect on our new teams putting them at the forefront of partnership working
David Hewitt
City Performance Officer, Corporate Policy Unit, Sheffield City Council
I was impressed by the way David tailored an excellent facilitation skills course to our requirements. It was full of useful techniques we can take away and use. It was also helpful that David clearly understood the wider context in which Local Authorities work so that he could use examples that were meaningful to us. Recommended without reservation!
Jenny Gavin-Allen
North Lincolnshire Council,
Working with David Burnby to embed Outcome Based AccountabilityTM within the Acorns Neighbourhood Management initiative has been one of the most rewarding experiences of my career. Under David’s expert tutelage, residents and service providers have worked together with the team to develop a common vision, with clear outcomes, indicators and performance measures that we all understand and can share in achieving together.
Tony Kluge
Planning and Partnerships Manager, ABMU Local Health Board, Swansea Locality
The training provided by David was well put together and thought out, resulting in an engaged group of senior management from across a range of organisations in the city. The course was pitched confidently and generated a great deal of discussion; whilst not being too technical, it assumed a relevant level of understanding from the audience.
Rikki Arundel
,
Whenever I attend an event that David is facilitating I know it will be a lively and interesting meeting. He has immense knowledge of the voluntary and public sectors, always up to date with the ever changing regulations and has a remarkable ability to help everyone at a meeting get the most from it. I highly recommend him
Victoria Bissett
Previous Director, Artlink Centre for Community Arts
David is a fantastic facilitator, he is creative and intellegent in his approach and has a genuine care and consideration for you (the client) and for all taking part and experiencing the event
Kim McLaughlin
Head of Community Planning and Performance, Fermanagh & Omagh Council
I just wanted to take a moment again to thank you for delivering today’s session and for the work that you put in with us to pull together the programme and to support us in improving our scorecards – its been invaluable to us. I hope to be able to engage your support further as we work towards a new Corporate Plan for the Council over the coming months which we aim to align closely to the Community Plan and to take forward using OBA. (February 2019)
Liz Richardson
Research Fellow, IPEG (Institute for Political and Economic Governance), University of Manchester
David is one of the most knowledgeable and inspiring co-trainers I’ve worked with who is able to give people that ‘light bulb’ moment and offer them real tools for skills development.
Ian Burbidge
(Previous) Policy & Performance Manager, Borough Council of King's Lynn & West Norfolk
David has brought a fresh approach and a sense of humour to our partnership working, helping us cut through the talk to get at the actions we need to take to make things better in our area. As a facilitator he is always highly rated by delegates.
Nathan Elvery
Chief Executive, West Sussex County Council
Thank you for the session, it has ignited my organisation and has come at the right time as we plan for the challenges that lay ahead for our organisation, no different to the rest of local government but we are having to change our thinking. The session had very positive feedback and I have already had a list of volunteers to take this forward.
Jackie Wright
Haven Project Manager, Goodwin Development Trust
Our confidence [in you] was not misplaced at all. Already we have improved communication and understanding within the team which is great. Thank you for your understanding and excellent handling of both the issues and us as individuals on the day. Very positive feedback has been received from all members of the team on the day.