Please join your colleagues for a day-long workshop on the language and the process of Results-based Accountability led by Mark Friedman, director of the Fiscal Policy Studies Institute (FPSI) in Santa Fe, New Mexico.

 

The London Guardian called his work “Simple, common sense and jargon free.” The New York Times referred  to it as “one of the few serious attempts to bring sanity to the budget process.”

 

As Connecticut’s legislative committees and state offices become more comfortable with the results-based accountability language and work, it is important that the private funding community also understand the process and language.  In clear plain language, the framework presents step by step methods for states, cities and communities to turn around quality of life conditions (e.g. health, safety, clean environment, and children ready for school) and step-by-step methods for agencies to improve services for their customers. 

 

Note: While primarily designed for private foundations, the discussion will also be of interest to corporate funders, community foundations and public funders interested in a commonsense, systematic approach that measures impact. No advance preparation by participants is required. However, it is recommended that participants visit the website: www.raguide.org. or  http://www.raguide.org/RA/index_of_questions.htm to learn more about the program.

 

Mark Friedman is a speaker, consultant and author of the book "Trying Hard is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities" available from Trafford press and has authored a wide range of papers on results-based decision making, budgeting, strategic planning and financing.

Prior to founding the Fiscal Policy Studies Institute (FPSI), Mr. Friedman served as a senior associate at the Center for the Study of Social Policy in Washington, D.C. for four years, where his work focused on providing technical assistance to states, counties, cities, school districts, and communities working to reform their child and family service systems.

 

Before that, Mr. Friedman served 19 years in the Maryland Department of Human Resources, including six years as the department’s chief financial officer. During this time, Mr. Friedman played a key role in social services program and fiscal policy, including responsibility for financing one of the country's first family preservation programs and implementing several major revenue initiatives.