Swain Summits

% of participants consuming two or more cups of fruit per day

47%HY2 2019

Line Bar
Story Behind the Curve

The "Story Behind the Curve" helps us understand the causes and forces at that work that explain the data behind [state the performance measure] and the resources the [insert facility, agency, organization] plans to commit to address the health issue.

[Guidance: This section includes story you collect in different phases of your process: What is the story behind this curve? Why are things getting better? Or Why are things getting worse? What are the causes and forces at work that explain this performance? What else do you need to know in order to fully understand the story behind this curve? Recommended RBA tool to help you think through story behind the curve, partners, and what works: Performance Turn-the-Curve Report]


[How Much or How Well] What's Helping What We Do? These are the positive forces at work in our [insert program type] that influence how much we do or how well we do it.

  • Example 1
  • Example 2
  • Example 3

[How Much or How Well] What's Hurting What We Do? These are the negative forces at work in our [insert program type] that influence how much we do or how well we do it.

  • Example 1
  • Example 2
  • Example 3

[Is Anyone Better Off] What's Helping Communities Served/Customer Change? These are the positive forces at work in our [insert program type] that influence customer change.

  • Example 1
  • Example 2
  • Example 3

[Is Anyone Better Off] What's Hurting Communities Served/Customer Change? These are the negative forces at work in our [insert program type] that influence customer change.

  • Example 1
  • Example 2
  • Example 3
Customers
Partners

The partners for this [insert program type] include:

Agency

Person

Role

   

Choose: Lead, Collaborate, Support, or Represent Target Population

   

Choose: Lead, Collaborate, Support, or Represent Target Population

   

Choose: Lead, Collaborate, Support, or Represent Target Population

What Works to Do Better?

The following actions have been identified by our [insert facility/agency/organization] as ideas for what can work for this performance measure to make a difference on [name health problem].

Actions and Approaches Identified by Our [Insert Facility/Agency/Organization] These are actions and approaches that we think can make a difference for this performance measure.

  • Action/Approach 1
  • Action/Approach 2
  • Action/Approach 3

No-cost and Low-cost Ideas Identified by Our [Insert Facility/Agency/Organization] These are no-cost and low-cost actions and approaches that we think can make a difference for this performance measure.

  • Action/Approach 1
  • Action/Approach 2
  • Action/Approach 3

What your communities served/customers think would work to do better These are actions and approaches that our communities served/customers think can make a difference for this performance measure.

  • Action/Approach 1
  • Action/Approach 2
  • Action/Approach 3

List of Questions/Research Agenda These are questions to follow-up on for this performance measure. If you still need more information about what works to do better, make these questions part of your information & research agenda.

  • Question 1
  • Question 2
  • Question 3
Action Plan

[Guidance: After using the criteria specificity, leverage, values, and reach to choose what would work to do better, organize these actions into a plan that specifies the person responsible for each task, the start and end dates and necessary resources. Another option for your Action Plan is using the Action function in Results Scorecard to assign action items and tasks.]

Scorecard Result Container Indicator Measure Action Actual Value Target Value Tag S R I P PM A m/d/yy m/d/yyyy