COP RBM: A QUICK INTRO BULGARIA, SOFIA 3-5 JUNE 2014 1.

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COP RBM: A QUICK INTRO BULGARIA, SOFIA 3-5 JUNE 2014 1

Transcript of COP RBM: A QUICK INTRO BULGARIA, SOFIA 3-5 JUNE 2014 1.

Page 1: COP RBM: A QUICK INTRO BULGARIA, SOFIA 3-5 JUNE 2014 1.

COP RBM: A QUICK INTROBULGARIA, SOFIA 3-5 JUNE 2014

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• New Zealand: Getting Better at Managing for Outcomes and Getting Better at Managing for Shared Outcomes

• Treasure Board of Canada: The Managing for Results Self-Assessment Tool

• World Bank: CAP-Scan Managing for Development Results Capacity Scan

• Asian Development Bank: Readiness Assessment Tool - Implementing a Results Focus in Organizations

• EIPA: CAF• Palladium: Balanced

Scorecard Hall of Fame award for Executing Strategy

• Established in 2009 by a group of European Social Fund‘s Managing Authorities and associated partners, with support of European Commission.

• They wanted to find a better way how to manage public funds like ESF/ERDF

• The network developed the „Results Based Management System Plus“ based on reviews of existing frameworks, scientific research and own experience: In principle, RBM+ deals adequately with all these major

frameworks: no need to use and reconcile these yourself anymore

The Community of Practice on Results Based Management

• Today we represent 8 countries with 12 core partners as well as a variety of associate partners

• Its longer term vision focuses on using ESF/ERDF as leverage to improve the functioning of the public service in general

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• New Zealand: Getting Better at Managing for Outcomes and Getting Better at Managing for Shared Outcomes

• Treasure Board of Canada: The Managing for Results Self-Assessment Tool

• World Bank: CAP-Scan Managing for Development Results Capacity Scan

• Asian Development Bank: Readiness Assessment Tool - Implementing a Results Focus in Organizations

• EIPA: CAF• Palladium: Balanced

Scorecard Hall of Fame award for Executing Strategy

• Established in 2009 by a group of European Social Fund‘s Managing Authorities and associated partners, with support of European Commission.

• They wanted to find a better way how to manage public funds like ESF/ERDF

• The network developed the „Results Based Management System Plus“ based on reviews of existing frameworks, scientific research and own experience: In principle, RBM+ deals adequately with all these major

frameworks: no need to use and reconcile these yourself anymore

• Today we represent 8 countries with 12 core partners as well as a variety of associate partners

• Its longer term vision focuses on using ESF/ERDF as leverage to improve the functioning of the public service in general

The Community of Practice on Results Based Management

See www.coprbm.eu for more!

Become an associate partner and gain access to

more resources!

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COP RBM focus

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Corporate strategy for a diversified conglomerate

National/regional/local policy

Education

Transport

Health

Judiciary

...

Sectors Macro-economic

policy

Balanced budget

Sound fiscal policy

InfrastructureLevel playing

field (competition)

Busi-ness

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Busi-ness

2

Busi-ness

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• Growth strategy = what new business• Portfolio management = where to

invest / divest in existing businesses?• Parenting = how to coordinate and share

resources between businesses?

Businesses, organisations, agencies and their performance in delivering services

= COP RBM focus

Functioning of democracy

Separationof powers

Rule of law…

Budget allocation

(performance budgeting)

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COP RBM longer term vision• The network partners have ignited an energetic movement of reform throughout the

European Structural Funds. Fund leadership and their staff are focused on key organizational and societal outcomes. They are also highly attuned to their external environment, aware of emerging threats and opportunities and ready to act upon these swiftly.

• There is a common understanding that change primarily takes root when it involves broad sets of actors engaged together in designing and implementing locally relevant solutions to locally perceived problems, in the public service and in society in general. Collaboration, inviting feed-back, using information purposefully, deliberation, respecting diversity and taking responsibility constitute the core of Fund management. This is reinforced actively at all levels by a highly committed leadership.

• Leading by example, the Funds are actively engaged in stimulating more widespread reform of the public service throughout Europe, at all levels, including the European one. They are acknowledged as centres of excellence in this field.

• Due to this effort, the public sector matches the capacity of the private and non-governmental sectors to perform,  innovate and change. It is seen by citizens as being responsive, pro-active and supportive. It is government “with” citizens rather than “for” citizens, therefore strengthening their resilience.

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COP RBM strategy

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ESIForg.

ESIForg.

ESIForg.

ESIForg.

COPCoor-

dination

Otherpublicactors

Otherpublicactors

Otherpublicactors

Otherpublicactors

Citizens(incl. entre-preneurs)

EU

ESIF entities need to lead by example, which includes taking up proper processes to facilitate meaningful public reform elsewhere

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CULTURALANTROPOLOGY

SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY

SYSTEMS THINKINGAPPROACH

ECON-OMICS

Biology/ ecology

• System and sub-systems in a hierarchy

• Interactions give rise to emergent properties

• Interactions define boundaries with wider systems

• Wider systems represent the environment

• Systems must develop productive relations with their environment

• Resilience of systems

Control engineering

(quality)

• Negative feed-back: dampening divergence of behaviour from a goal

• Positive feed-back: amplifying deviation from a goal (for better or worse)

• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty

• Requisite variety

Complexity theory

• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency

RBM Tools

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Rational choice theory

NPM approach

RBM »plus »

Behavioral economics

Institutional/ evolutionary economics

• Routines (collective), habits (individual), rules norms

• Power• Biases

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CULTURALANTROPOLOGY

SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY

SYSTEMS THINKINGAPPROACH

ECON-OMICS

Biology/ ecology

• System and sub-systems in a hierarchy

• Interactions give rise to emergent properties

• Interactions define boundaries with wider systems

• Wider systems represent the environment

• Systems must develop productive relations with their environment

• Resilience of systems

Control engineering

(quality)

• Negative feed-back: dampening divergence of behaviour from a goal

• Positive feed-back: amplifying deviation from a goal (for better or worse)

• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty

• Requisite variety

Complexity theory

• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency

RBM Tools

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Rational choice theory

Behavioral economics

NPM approach

Institutional/ evolutionary economics

RBM »plus »

• Routines (collective), habits (individual), rules norms

• Power• Biases

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Different concepts of accountability

• “honest and fair”: traditional view dating back to Weberian bureaucracy focus is on preventing distortion, bias, abuse of office

and inequityproper discharge of duties in terms of procedures

AND substance is of prime importance:• “how the job gets done” rather than just “getting the job

done with the least possible input”

emanations: • process controls (rather than output)• words like transparency, prevention and detection of fraud,

compliance with rules, etc. fit here

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Accountability for what?

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Different concepts of accountability

• “lean and purposeful”: This view rises with New Public Management match narrowly defined tasks and circumstances with resources

(time and money) as tightly as possible, cutting any slack it is very important to have “checkable” objectives that are not

overlapping hence the focus on outputs, ideally to be provided by

independent departments emanations:

• words like effectiveness, efficiency, impact, value for money, achieving targets

• approaches like payment by results, just in time delivery and zero based budgeting

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Accountability for what?

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Different concepts of accountability

• “robust, resilient, adaptive”: „post – NPM“ redirection of attention to complex

nature of society focus is on being able to withstand shocks, to keep

operating even under the most dire circumstances and to adapt rapidly in a crisis

emanations:• back-up systems, maintaining adequate diversity to avoid

widespread common failure (including in the social sense e.g. avoiding groupthink) and building in safety margins (e.g. in planning work or using materials)

• words like diversity, empowerment, sustainability etc.

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Accountability for what?

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Hood (1991)

For info

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What happens if we do not find a balance?

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Private sector examples of overemphasising lean and purposeful (facilitated by public policy) with wider repercussions

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New Synthesis approach

• Public management is a balancing act: in terms of

performance:• “traditional” results

(outputs, outcomes)• civic results

in terms of the use of power:

• government• collective

• …underpinned by the three notions of accountability

J. Bourgon, A new synthesis for public administration

Honest and fair

Lean and purposeful

Robust, resilient,..

Performance and accountability are two

faces of the same coin!

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capacity for organisational performance to deal with reasonably predictable

(in/frequent) demands, that may exhibit great variation

capacity for innovation to deal with a range of as yet uncertain but

plausible demands

capacity to adapt in order to be able to

respond as quickly as possible to anything as

yet unforeseeable

capacity to comply to ensure fairness

LEAN AND PURPOSEFUL

HONEST AND FAIR

ROBUST, RESILIENT, ADAPTIVE

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Results Based Management

• an organization should be ready to respond to changes in circumstances or performance and alter one’s approach if necessary, which requires… an analytical and performance-oriented approach to

understanding what to do; a view of performance that is centred on beneficiary level

outcomes; only thereafter moving toward identifying what resources,

actions and outputs are necessary to get there; a need for information about the subject and a capacity to

collect, process and analyse this information over time; a mechanism by which policy, planning and decision-making

can be influenced by performance information.

Source: REVIEW: RESULTS BASED MANAGEMENT IN DEVELOPMENT COOPERATION by the Riksbankens Jubileumsfond synthesised in the COP RBM Sourcebook ch. 3.3

Demand orientation

Focus on the system as a whole

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Six core RBM practices

• 1. Orientation of the organisation is clear• 2. The organisational strategy is reflected in a

strategic results framework• 3. The strategy is translated into operations• 4. Performance information is collected and

supplied• 5. Performance information is used• 6. External stakeholders are involved in all

aspects

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We have tools and approaches for all these steps

But where to start?

Where are the opportunities?

What can be meaningful next steps?

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Vision, strategy and operations

• When current operations are a struggle, with a great deal of pressure, …

• … then vision/strategy becomes a vision/strategy of survival: fighting fires everyday, maintaining basic services!

• This reaffirms the importance of a deep understanding of your current operations before anyhting else:• if daily work life is a struggle for survival…

• …then senior managers coming along with wonderful statements about vision, mission and values are bound to be seen as coming from another planet

• we call it the Mr Spock (‘live long and prosper’) syndrome

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Toyota Production System for services = Vanguard approach

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RBM “plus” is about management innovation

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Stages in adoption

1. Knowledge: requires… Awareness of the innovation

• Trigger to get two other kinds of knowledge

How and why it works• Influences attitudes

How to use it correctly• Critical for trials and hence for complex innovations

2. Persuasion: requires… Social reinforcement of others, particularly close peers

subjective assessments (more than experts, science) Perceived characteristics

3. Decision: requires… Possibility to try innovation in own situation

Online training

Standard 3 day seminars

Action learning (by

doing)engagements

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• Innovators - These are people who want to be the first to try the innovation. They are venturesome and interested in new ideas. These people are very willing to take risks, and are often the first to develop new ideas. Very little, if anything, needs to be done to appeal to this population. They can bring in the new ideas first, but they are rarely widely respected leaders but tend to be “technicians” who have complex technical knowledge.

• Early Adopters - These are people who represent opinion leaders. They enjoy leadership roles, and embrace change opportunities. They are already aware of the need to change and so are very comfortable adopting new ideas. Strategies to appeal to this population include how-to manuals/trainings and information sheets on implementation. They do not need information to convince them to change. THEY reduce uncertainty for others.

Social reinforcementdynamic

YOUIPA, OPAC, COP RBM…

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What parts of the RBM+ system to focus on?

• Relative advantage: Prevention (averting unwanted futures) less quick to be adopted than

when need is acute and benefits are therefore quick Includes also social status aspect for innovators and early adopters

• Compatibility: With existing values, past experiences, needs of adopters

• Complexity: Difficulty of understanding and using

• Trialability: Can it be piloted on a limited basis? Very important for early adopters!

Very important for complex innovations!• Observability:

Degree to which results are visible to othersStart with

“TPS for services”

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• Ever heard the term “learning organisations”?

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Peter Michael Senge is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition 2006). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute. In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years. For this work, he was named by Journal of Business Strategy as the 'Strategist of the Century'. They further said that he was one of a very few people who 'had the greatest impact on the way we conduct business today'.

“All real change is grounded in new ways 

of thinking and perceiving” *

* P. Senge, The necessary revolution, p.10

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• This is NOT just some technical seminar, where you get to learn some tools and techniques (well, you also get those)

• It is also about LEADERSHIP!

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YOU

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• This is NOT just some technical seminar, where you get to learn some tools and techniques (well, you also get those)

• It is also about LEADERSHIP!

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YOU

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• We want you to reflect critically during the engagement…Does what you are being told make any sense, in

your context, at this time…Does the way it is being brought to you make any

sense…

• We want you to EXPRESS these concerns so we can also understand better what does and does not make sense

• We need to be aware there are cultural differences at play that, if unrecognised, can seriously hamper learning from each other

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Belgium

Great Britain 35 35 89 66

The masculinity side represents a preference

for achievement, heroism, assertiveness and material reward for

success. Society at large is more competitive. Its

opposite, femininity, stands for a preference

for cooperation, modesty, caring for the weak and quality of life.

Society at large is more consensus-

oriented.

Power distance expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. Societies exhibiting a large degree of power distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low power distance, people strive to equalise the distribution of power and demand justification for inequalities of power.

„The uncertainty avoidance dimension expresses the degree

to which the members of a society feel uncomfortable with

uncertainty (the fact that the future can never be known) and

ambiguity: should we try to control the future or just let it happen? Strong UA = more rigid codes of belief and

behaviour and more intolerant of unorthodox behaviour and

ideas. Weak UA = a more relaxed attitude in which practice

counts more than principles.

„Individualism is a preference for a loosely-knit social framework in

which individuals are expected to take care of themselves and their

immediate families only. Its opposite, Collectivism,

represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after

them in exchange for unquestioning loyalty. This is

reflected in whether people’s self-image is defined in terms of “I” or

“we.”

Bulgaria 70 85 30 40

http://geert-hofstede.com/bulgaria.html

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• I wish you a great learning journey!

[email protected]

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