The Harvard Family Research Project separated from the Harvard Graduate School of Education to become the Global Family Research Project as of January 1, 2017. It is no longer affiliated with Harvard University.
Volume lll, Number 1, 1997
Issue Topic: Methodology
Beyond Basic Training
Canadian Social Services Senior Managers Forum
Diane Schilder of Harvard Family Research Project reports on findings from the recent Social Services Senior Managers Forum, held in Alberta, Canada.
How does a nation design a framework for developing human service goals, measuring progress, and holding citizens and public programs accountable for achieving progress? How can a nation accommodate federal and regional perspectives in such a framework? How can a human services framework address employment, training, child care, and disability issues alike? The Social Services Senior Managers Forum in Alberta, Canada, November 24–27, 1996, addressed these important issues.
The attendees of the management training—whose roles are comparable to those of federal and state deputy secretaries in the United States—listened to international and national speakers, held roundtable discussions, and broke into small groups to develop an accountability framework that could be used for all of Canada as well as for individual provinces. In Canada, the federal Department of Human Resource Development and each provincial department of social services have begun the development of individual frameworks. The November meeting determined the common elements among these plans and developed a comprehensive framework.
Attendees and presenters at the training left with an understanding of the current strengths and limitations of results-based accountability frameworks. They began the development of a framework that will be used throughout Canada. Following are highlights of the information presented and discussed:
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The governments of Canada, the United States, Great Britain, and Australia are increasingly focusing on the results of publicly funded programs. This changing context creates new pressures for managers of public programs. Many believe that demonstrating to the public the results of programs paid for by their tax dollars will create a climate of civic engagement. This civic engagement is an important benefit of a results-based accountability effort.
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Developing a results-based accountability framework involves political as well as technical and resource challenges. It is important to engage politicians, program managers, and citizens in the process of developing a successful and adoptable framework. By engaging individuals who represent different perspectives, the process of developing a results-based accountability framework can build champions who will help sustain the effort.
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Although process and context measures have inherent weaknesses, they are important to include in a results-based accountability framework. While it is important to focus on goals and hold programs accountable for results, it is necessary to keep in mind the limits of a public manager's authority. For example, public managers cannot be held accountable for changing economic contexts, and doing so will only garner ill will on the part of citizens and those working in government. It is therefore important to consider significant context variables, such as changing economic conditions, when developing a human services results-based accountability framework.
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Developing a system that generates information that is of use to program managers is an essential component of a results-based accountability effort if it is to reach its potential of creating an environment of learning. Merely reporting indicator data will not necessarily lead to program improvements. Evaluation data should be used to understand why changes occur. It is also important that this information be available to managers so they can make better decisions.
For further information on this conference, please contact Alice Leung at Alberta Family and Social Services, Centre West, 10035-108 Street, Edmonton, AB, Canada, T5J 3E or call 403-427-3641.
Diane Schilder, Project Manager, HFRP