Transcript Why this training- government imperatives

Results Based Management
Approach to Conditional Grants
Learning Process
Development of draft business plan using RBM
concepts, tools and principles
DAY – TWO
Technical Assistance Unit
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Why this training?
• Ensure clear and logical design that ties resources and
activities to expected results (Non-financial quarterly
reports)
• Describe clear roles and responsibilities for the main
partners involved in delivering the grant
• Make sound judgment on how to improve performance on
an ongoing basis (PIF)
• Demonstrate accountability and public benefit (PIF)
• Ensure reliable and timely information is available to senior
management in the national and provincial government;
treasury and other key stakeholders (GWM&E/PIF)
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Conditional Grants Business Plans
• There are two sets of business plans
– Provincial plans
– National Plan that consolidates the 9
provincial plans
– From the National plan, select the few
indicators that will be published in the
Grant Framework
– Grant Framework is your contract!!!!
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Learning process
• Using the business plan template
develop your programme’s:
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
Grant Profile (Logic Model)
Performance Framework
Risk Plan
Logical Framework Analysis/SUMMMARY
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Focus of the exercises
• A sound Logic Model validates the Theory
behind the programme and is the first step
in developing realistic and relevant
performance measurement strategies
• In developing the measurement framework,
it is prudent to take stock of the potential
risks (internal and external)
• The risks will be used to develop a
strategic risk assessment to confirm
appropriateness of results and
performance targets
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Group Formation
Form three group using the three
objectives of the grant
• Use the grant material to develop
or re-work your business plan
according to the template supplied
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What is Results-based
Management
• Is a comprehensive approach to public
management based on a
client\taxpayer\citizen-centred view
• It focuses on external results (outcomes)
rather than on internal processes to drive
change
• It integrates strategy resources,
performance, measurement, learning and
adjusting to improve decision making
• Results information is used for learning and
decisions making as well as reporting and
accountability
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Why results-based management (2)
• The expected benefits are better responses to
client\taxpayer\citizen expectations,
particularly with regard to value for money
• It puts considerable emphasis on defining and
achieving results and development and
improvement
• It facilitates an integrated and coherent
approach to public management with
improved accountability
• Management for results and not by results – is
the key through arrangement of resources to
achieve the outcomes
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LOGIC MODEL
BUSINESS PLAN
Grant Profile
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Conditional Grant Business
Planning Framework
1
Grant Profile
1.1
Grant Goal
1.2
Impact
1.3
Grant Purpose
1.4
Outcomes
Grant outcomes
Performance indicator
Baseline
Overall Target
Yr1
Yr2
Yr3
1.
2.
3.
1.5
Outputs
Grant outputs
Performance indicator
Baseline
Annual Target
Q1 Q2 Q3 Q4
1.1
1.2
2.1
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Logic Model
• It a casual or logical relationship between
activities, the outputs and the outcomes of
a given policy, programme or initiative
• It ensures that the explanatory text – there
is a logical flow of activities to outputs to
outcomes of the programme
• In the logical link, link final outcomes to the
national department’s and provincial
government’s strategic outcome
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Results Chain
RESULTS
High
Control
INPUTS
(RESOURCES)
ACTIVITIES
OUTPUTS
OUTCOMES
(IMMEDIATE)
OUTCOMES
(INTERMEDIATE)
Low
Influenc
e
OUTCOMES
(FINAL)
STRATEGIC
OUTCOMES
A Results Chain can include multiple inputs, activities,
outputs or outcomes. There are two types of Results:
Outputs and Outcomes.
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Use and benefit of a Logic
Model approach
• The first link would be the identification of
inputs in terms of all resources dedicated
to the programme
• The second link would be the activities,
processes to be undertaken
• The third link would be the short-term –
outputs (results) that are logical
consequences of the project activities
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Use and Benefits of L.M. (2)
• The fourth link would be the medium – term
outcomes (results) that are logical consequences
of achieving a combination of outputs
• The fifth link would be the long-term impacts
(results) that are a logical sequence of achieving a
combination of outputs and outcome
• The sixth link would be the contribution of the
long-term (final) results to achieving the
department’s strategic objective
The strength forged with each link adds further
strength to the overall results chain
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Another representation of the
Logic Model
The developmental results at a societal
level that are the consequence of
achieving specific outcomes
IMPACTS
What we aim to change?
The medium-term results for specific
beneficiaries that are the consequence
of achieving specific outputs
Manage towards
achieving these
results
OUTCOMES
What we wish to achieve?
The final products, or goods and
services produced by the institution
for delivery to the customer
OUTPUTS
What we produce or deliver?
The processes or actions that use a
range of inputs to produce the desired
outputs and ultimately outcomes
ACTIVITIES
Plan, budget,
implement and
monitor
What we do?
The resources that contribute to
the production and delivery of
outputs
INPUTS
What we use to do the work?
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A quality review checklist for a
Logic Model
• Results are credible to a variety of stakeholders
• Impact is within scope of programme/project
• Outcomes are expressed as change statements
relative to the participants (e.g. behaviours,
knowledge and skills)
• Outcomes meet the SMART criteria
– Are within the control/influence of the
programme/project
– Are achievable within funding and time available
• All deliverables (events, products, services) are listed
as outputs
• All essential/important activities and processes are
listed
• All essential/important resources are listed as inputs
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PERFORMANCE MANAGEMENT
BUSINESS PLAN
Performance Framework
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Why measure?
• If you don’t measure, then you cannot
meet obligations to explain and justify
how responsibilities were discharged
• Without good information on what
has happened or is happening, a
focus on delivering results is
impossible
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A Performance Measurement
Framework
Indicators
Targets
Baseline
Sources
of data
Collections
method
Frequency
Responsibility
Outcomes
Outputs
Activities
Inputs
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Project Framework
Typical Focus
RBM Focus
Input Activity Output
What
we use
to do
the
work
What we
do
What we
produce
Who is
reached Outcome
Who
Benefits
What
outcomes &
impact we
wish to
achieve.
Performance Measures
Indicators, baselines and targets
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Performance Measurement Plan
• Enables managers to establish the
necessary systems, processes to collect
and analyse data and information to
optimise programme performance
• Evidence based information to help
managers make sound management
decision, demonstrate success, show
ongoing relevance and develop more cost
effective alternative to service delivery
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Indicators
• Indicators must cover all the components
of the results chain
• The performance information collected and
analysed must fulfill all the obligation of the
programme manager
• Determining performance indicators occurs
in two steps:
– Generate a preliminary list of indicators
– Identify “critical few” indicators that will be used
to measure performance in the ST – MT
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Characteristics of Good Performance Indicators
and of a Good System/Portfolio of Indicators
1. Useful
 Is the information useful in
decision-making and
learning?
2. Accurate/Appropriate
 Is it a valid/accurate
measure of the right
result?
3. Meaningful
 Careful about aggregate
measures (e.g. averages)
4. Normalised/Standardised
 Is this measure consistent
over time and from one
organisation to another?
5. Sensitive/Discriminating
 Will this measure react
sufficiently to reflect
changes in the results?
6. Simple
 Is it easy to collect, analyse,
understand, communicate?
7. Affordable
 Does the information exist, is
it cost effective to collect
without disrupting work or
trust?
8. Balanced
 Multiple perspectives,
qualitative and quantitative
9. Comprehensive
 Is your set of indicators
enough to support decisionmaking?
10. Leading
 Do you have indicators that
allow you to forecast trends or
only report on the past?
But maintain focus, avoid the proliferation of indicators
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How to determine “critical few
indicators”
• Specific – eliminate ambiguity, shows
relevance
• Linked – clear (cause and effect) linkages to
other indicators
• Reliable - scientifically and statistically sound,
provides an appropriate degree of accuracy
• Available – data is easily accessible or there
is a low level of effort to collect and analyze
• Understandable - data can be easily grasped
by various audiences
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Baseline information
• Baseline information is needed to
measure progress
• Collect only significant, decision
making relevant information
• Numbers are not enough to answer
‘Why’ questions.
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Data collection strategy
• For each performance indicator, it is
important to clarify key points:
–
–
–
–
–
Data source
Data availability and accessibility
The frequency of data collection - timelines
Resources required to initiate data collection
Define common definitions and protocols to
ensure data consistency
– Determine total cost of data collection and
analysis – in terms of money and effort
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Good reporting
• Characteristics of good reporting:
– Relevant: reports tangible and significant
progress against objectives
– Meaningful: tells a clear story, describing
benchmarks and context
– Attributable: demonstrates the contribution of
activities to objectives
– Accurate: adequately reflects facts and an
appropriate level of accuracy
– Balanced: does not mislead but represents a
clear picture of the full range of progress
“Garbage in, garbage out” – quality of analysis is
only accurate as the quality of information
analysed
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RISK MANAGEMENT
BUSINESS PLAN
Assumptions and Risks
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A Basic Risk Management Model
Source: CSPS
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Risk management
• Risk can be defined as the uncertainly that
surrounds future events and outcomes. It is a
function of the probability and of the impact of
an event with the potential to negatively
influence the realization of an organisations’
results
• Risk are determined through the development
of assumptions, testing the extent to which the
expected results of each objectives can be
achieved
• Once risk are identified (high, medium, low),
then the programme manager can develop
and communicate the strategies required to
mitigate and/or eliminate those risks
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RBM and Risk
Risk is the uncertainty that surrounds future events & outcomes. It is a
function of the probability and of the impact of an event with the
potential to (negatively) influence the realisation of an organisation’s
expected results. It is estimated by P x I.
Source: CIDA web site
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One example of a risk assessment - extracts
Consolidated Risk Assessment Table
Prob
Low (1),
Med (2),
High (3)
Impact
Low (1),
Med (2),
High (4)
Risk
Level
(PxI)
Time
Factor
Short,
Med,
Long
Current and Future
Mitigating Strategies
Residual
Risk
Constraints on absorptive
capacity in National
gov.
H
M
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M
Major reasons for the
absorptive capacity constraint
(e.g. HR, ICT) to be addressed
separately. Medium level risk
to be accepted but monitored
by JWG.
M
Coordination capacity of
National gov.
M
M
4
S
This low level risk is accepted
but nevertheless monitored to
keep it under control.
M
Inadequate M&E resources
L
H
4
S
This low level risk is accepted
but nevertheless monitored .
L
Constraints on absorptive
capacity in Regional
governments.
H
H
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M
Major reasons for the
absorptive capacity constraint
(e.g. HR, ICT) to be addressed
separately. Medium level risk
to be accepted but monitored
by JWG.
M
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RMB
Logical Framework
Impact
Assumptions
Assumptions
Outcomes
Outputs
Activities
Inputs
Assumptions
THEN
AND Assumptions
hold true
IF
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The logical Analysis Framework
• It is an analytical tool that can be
used for programme design, planning,
approval, monitoring and evaluation
• It also serves as a communication
tool to develop a common
understanding of the programme
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The Logic in the LogFrame
Source : CIDA website
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