Turn the Curve Thinking clearimpact
Turn the Curve Thinking
Once you identify the most powerful measures to improve, Results-Based Accountability provides a step-by-step process to get from ends to means. This is called “Turn the Curve” thinking and involves five steps:
Step 1: Graph the measure you have chosen including a history and a forecast of where you think this measure is going if you do nothing differently. The Clear Impact Scorecard can assist in the process. The Scorecard automatically graphs the data for each measure in the software.
Step 2: Analyze the “story behind the data”. This involves analyzing the factors that contribute to the data history and forecast. It is a very important step that is often ignored in other accountability structures. This is similar to a diagnosis from a doctor prior to treatment. It is important to dig deep as you look at the data to identify root causes that underlie the status of conditions in your community and/or organization.
Step 3: Identify existing and new partners who have a role to play in improving the data Whether you are addressing changes within an organization or on a broader community level, partners are critical to ensuring success. Think of the key partners that can help you to address the most vexing factors in order to make lasting improvements. Determine the specific actions that partners can take to help you address “turning the curve”.
Step 4: Brainstorm what works to address the contributing factors and “turn the curve”? The RBA process is very concerned with developing new and innovative approaches to improving indicators and performance measures. This can be accomplished by allowing for free-flowing brainstorming of what works to address the story behind the data and improve measures. Give people the freedom to suggest “off the wall” and outrageous ideas as well as researched best practices. Also include at least one low-cost/no-cost idea. Maintain focus on addressing the contributing factors. When a sufficient amount of ideas are generated; have the group focus on prioritizing the ideas for an action plan. These priority ideas should have enough leverage to “turn the curve” of the specific measure you are addressing. You also now must consider the feasibility and affordability of the ideas and the values of your community and organization.
Step 5: Develop and implement a comprehensive action plan. For real change to happen, the ideas generated in Step 4 must be made into specific, implementable strategies and actions. Each action plan must identify the steps to complete; who will be responsible for completing them and a timeline. This process is meant to be iterative by continuously reviewing the change in the data and adapting the plan as needed.
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