About Mark Friedman

Mark Friedman is the author of the book Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities. He is the Director of the Fiscal Policy Studies Institute in Santa Fe, New Mexico, best known for his international work on Results-Based Accountability (RBA), a framework for turning data into action.

1.6 Where do we start in a (state, county, city or community) that wants to do this? Where do we start in one that doesn’t want to do this?

The Short Answer 1. For a community that wants to do this, use the mainstream political structures in a broad based partnership. 2. For a community that doesn't want to do this, use existing, or if necessary, new advocacy organizations or coalitions to get started, and seek mainstream political support. Full Answer Much of [...]

2018-01-30T11:49:26-05:00By |Categories: RBA Implementation Guide|Tags: |0 Comments

1.8 How do we fit together different approaches when there is more than one approach to Results-Based Accountability being used in my area?

The Short Answer 1. Use a cross walk to let people see how different frameworks are related.  While terminology and structure may vary, most approaches are actually trying to accomplish the same thing and differ principally in the labels used for ideas. 2. The crosswalk tool presented in this guide can be used to: [...]

1.7 What do we do with people who are cynical and burned out from the last time we tried this?

If you're just starting a new Results-Based Accountability initiative (or any other effort to achieve measurable results), you're probably going to be met with some level of cynicism and apprehension. An important part of breaking through the cynicism is acknowledging and communicating that it may have legitimate causes. Here is how we suggest you address [...]

2018-01-30T11:51:54-05:00By |Categories: RBA Implementation Guide|Tags: |0 Comments

1.9 How can we work on long term well-being in a political environment with term limits and demands for immediate success?

The Short Answer 1. "Doing things to get reelected" is a legitimate concern of elected officials. Look for ways in which work to turn the curves on child and family well-being can be "good news" for elected officials. 2. Short-term progress vs. long-term progress is a false choice. We need both and can produce [...]

2020-03-17T13:01:00-04:00By |Categories: RBA Implementation Guide|Tags: |0 Comments

1.10 How is this work different in the executive branch vs. legislative branch?

The Short Answer 1. The best work is a partnership between the executive and legislative branches. A results framework which starts with the well-being of children and families can provide common ground for political players and make executive and legislative partnerships easier to create. 2. Executive branch roles can include: Creation of a children's cabinet, [...]

1.11 How do we do this if the levels above us (e.g. federal, state, county, city) don’t care and won’t help?

The Short Answer 1. Don't allow this to be an excuse. The work can proceed in parallel. The states shouldn't wait for the federal government. Counties shouldn't wait for the state. Cities shouldn't wait for the counties. And communities shouldn't wait for any of the above. 2. Don't give up on such help, but work [...]

2017-02-20T22:47:45-05:00By |Categories: RBA Implementation Guide|Tags: |0 Comments

1.12 How do we keep the work of Results-Based Accountability simple?

The Short Answer 1. Always go back to results, common ground end-conditions of well-being that people care about. When people are clear about the ends, it clarifies the conflicts about means. There is not one right answer. Everyone can contribute. 2. Return to the simple questions that drive this work: What do we want (in plain [...]

2019-02-11T16:59:31-05:00By |Categories: RBA Implementation Guide|Tags: |0 Comments

2.1 What are the basic ideas of results-based decision making and budgeting?

The Short Answer 1. Start with ends and work backward to means. 2. Use data to drive decisions, not just measure success or failure after the fact. 3. Results are desired conditions of well-being, the ends we want, for children, adults families and communities 4. Improving results means getting from talk to action. And getting [...]

2.2 What is the difference between population well-being (Results-Based Accountability) and client well-being (performance accountability) and why is it important?

The Short Answer 1. Population accountability is accountability for the well-being of a whole population in a geographic area. Population accountability is bigger than any one program or agency or one level of government. In fact, it's bigger than government. It requires the whole community, public and private partners to make a difference. ("It takes a village [...]