This research shows that government policymakers, public managers, workers, and citizens can use RBA effectively to monitor child and family services, learn what is working, change strategies accordingly, and, ultimately, improve outcomes. To be a useful tool for continuous improvement, RBA efforts must include the process of defining a vision and articulating desired results and measures, and the use of results data for program improvement and accountability. Our research shows that if RBA efforts are to reach their potential in improving program quality and increasing accountability, they must be carefully designed and implemented. Most states are just beginning to design and implement RBA efforts. Expectations are overly ambitious.
People compare their progress against a set of unrealistic expectations.
Unless RBA efforts are designed to promote improvement and flexibility, they will not increase collaboration, empower workers, decentralize decision making, engage the public, or provide assurances to citizens and funders that investments are producing results. Moreover, effectively linking budgets to results is a political process requiring political compromise and negotiation, which can be very difficult. Furthermore, to be implemented effectively, RBA systems require the collection and reporting of significant amounts of data which are often difficult to obtain. RBA for child and family services is relatively new. In the areas of law enforcement, health, and education, many agencies have been collecting and reporting results data for at least a decade.