Introduction to Results-based Management Concepts Material of the Technical Assistance Unit (TAU)
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Transcript of Introduction to Results-based Management Concepts Material of the Technical Assistance Unit (TAU)
Introduction to Results-based Management
Concepts
Material of the Technical Assistance Unit (TAU)
2
The Essentials of Results Based Management (RBM)
• This presentation sets out the essential concepts of RBM
• The intention is to provide a brief history and overview of this approach that is the foundational concept behind governments approach to the performance and delivery agreements
3
International experience
The adoption of RBM is not unique to South
Africa it is widely used internationally
RBM is recognised as a useful approach in
developed countries as well as developing
countries
RBM thinking underpins the approaches of
multilateral organisations such as the World
Bank, development agencies and the
international donor community
Relevance of RBM
4
Delivery Reform HistoryBudget Reform
(PFMA & MFMA)
RDP
GEAR
Government-wide Monitoring and Evaluation
Framework
Framework for Managing
Programme Performance Information
South African Statistics Quality
Assurance Framework
12 Priority Outcomes of government
Performance and Delivery Agreements
Framework for Strategic and
Annual Performance
Plans
5
The Links Between
Delivery Reform
Results Based Management
6
In RBM the question shifts from What are we doing?
What are we achieving?
7
In RBM the question shifts from What are we doing?
What are we achieving?
8
This presentation covers…
What is Results Based Management?
The basic elements of RBM
The Logic Model: its structure and elements
Performance Indicators and measurement
The Logframe
9
Facets of Results Based Management
Framework to track progress and
demonstrate the impact of a given
project, programme, or policy
Moves beyond an emphasis on
inputs and outputs to a greater focus on outcomes and
impacts
A key methodology used in the
public service
Extends the focus to the
measurement of intended
results
Can be effectively used in the
strategic planning process
10
Activities, Outputs and Outcomes are the building blocks of Results Based Management
Activitieswhat we do
Describes a collection of functions (actions, jobs, tasks) that consume inputs/resources required to produce outputs
Outputswhat we produce
The direct products and services generated through processes or activities.
Outcomeswhat we wish to achieve
The effects, benefits or consequences that occur (either in the short, intermediate, or long-term) due to the produced outputs
Every programme undertakes activities that produce outputs that contribute to the achievement of outcomes.
11
Activities are “what we do”
• Conduct research• Publish documents• Provide advice• Contract for services• Respond to enquiries• Draft the business plan• Organize Committee meetings• Organize Committee travel
A collection of functions (actions, jobs, tasks) that consume inputs/ resources required to produce outputs.
Activities contain verbs
Examples of Activities
• Build houses• Produce passports• Teach learners• Develop curricula• Design management information
system
12
Outputs are “what we produce or deliver”
• New housing estate• Inner-city CCTV security system• A staffed and operating rural clinic• A training programme for matric mathematics teachers• New community stadium• Corporate Performance Measurement System• Victim empowerment policy• New power station• Child support grant• Vehicle licensing and registration service
The direct products and services generated through processes or activities
Outputs contain nouns
Examples of Outputs:
Outcomes are “what we wish to achieve”
• A secure work environment • Electronic accessibility and equality • Sound management practices (accountability and reporting framework,
people management, internal communications, technology support)• Reduced crime levels in the inner city• Representative workforce • Healthy industrial activity• Healthy community
The effects, benefits or consequences that occur (either in the short, intermediate, or long-term) due to the delivery of outputs
13
Outcomes refer to a changed state of being and are stated in the present tense
Examples of Outcomes
14
How do activities, outputs and outcomes link?
Single Results Chain Results Hierarchy
Outcome
Output
Activity
Input
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OUTCOMES
OUTPUTS
INPUTS
ACTIVITIES
In RBM, the focus shifts to include the outcomes
Previousfocus
Newfocus
What we use to do the work
What we do
What we produce or deliver
What we wish to achieve
16
ULTIMATE OUTCOME
INTERMEDIATE OUTCOMES
OUTPUTS
ACTIVITIES
There can be up to three levels of outcome, each leading to the next
INPUTS
IMMEDIATE OUTCOMES
17
FINAL OUTCOME
INTERMEDIATE OUTCOMES
OUTPUTS
ACTIVITIES
The Logic is dependent on assumptions being met
INPUTS
IMMEDIATE OUTCOMES
assumptions hold
assumptions hold
assumptions hold
assumptions hold
If
If
If
If
are provided and
are carried out and
are produced and
are achieved and
are achieved and
then
then
then
then
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FINAL OUTCOME
INTERMEDIATE OUTCOMES
OUTPUTS
ACTIVITIES
Plan, budget, implement and monitor
Manage towards achieving these results
It is possible to budget for outputs, but not for outcomes
INPUTS
IMMEDIATE OUTCOMES
Contribution towards outcomes
Responsibility for execution
19
The line of sight indicates how a lower level element contributes to the Final Outcome
Inputs
Activities
Outputs
Intermediate outcomes
Immediate outcomes
Final outcome
20
Install CCTV system in crime hot spots with link to a control room and action response units
Final Outcome
Intermediate Outcome
Immediate Outcome
Outputs
Activities
Inputs
CCTV Crime monitoring system in city hot spot areas that records criminal activity & allows response units to be dispatched when criminal events are observed
Muggers stop illegal activities in hot spot areas covered by cameras
Crime in the identified hot spots is reduced
Community feels safe in the city centre and normal business and social activity returns to these areas
Control room
Radio networks
FundsResponse Units
Monitoring staff
Control system Cameras
An Inner-city CCTV system as an example
21
A departmental level logic Model – Correctional Services
There is enhanced public safety and reduced reoffending
There are safe conditions for the public
Offenders are reintegrated into their communities
Offenders are rehabilitated in Correctional Centres
Inmates are held in safe, secure and humane custody
Staff and service providers have safe and healthy conditions
Offenders enjoy well-being and are able to function socially
Offenders are healthy
Offenders enjoy spiritual and moral development
Offending behaviour is corrected
Offenders are literate, educated, skilled and have competencies
Offenders enjoy balanced lifestyles through sport, recreation, arts and culture
Persons under community corrections (including those on parole) are accepted back into communities
Offenders are prepared for productive, law-abiding lives in their communities
Final Outcome
Intermediate Outcomes
Immediate Outcomes
22
Offenders are literate, educated, skilled and have competencies Pre-ABET/
Literacy tuition
ABET programmes
Job opportunities and training
Entrepreneurial skills training
Occupational skills training
Vocational trainingAgricultural
skills programmes
Computer based training programmes
Higher Education and Training programmes
FET programmes
Day to day maintenance
projects
Facilities projects involving
DCS resources
Equipment repair
projects
The outputs and the expected immediate outcome
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The Logic Model as a framework to understand
Performance
24
ULTIMATE OUTCOME
INTERMEDIATE OUTCOMES
OUTPUTS
ACTIVITIES
All levels of the Logic Model should be measured
INPUTS
IMMEDIATE OUTCOMES
Indicators
Indicators
Indicators
Indicators
Indicators
Indicators
25
Single event binary indicators: when the output is produced or outcome achieved or not, and the answer is either “yes” or “no”
There are three major kinds of indicators in RBM
Trend indicators: when the indicator – usually a quantity - should be measured repeatedly every month, quarter or year, and achievement trends can easily be seen
Process indicators: when the expected output is produced through a series of different smaller steps, and each step is either achieved or not
26
Indicators• What should be measured• Over what time period• In what units, By who, How frequentlyIndicator definition
• The first or historical measurement of an indicator• Used for setting performance targetIndicator
Baselines• The score we would like to achieve• Time bound• AchievableIndicator Targets
• Actual score• Measured periodically• Trends
Indicator Measures
27
Baselines, Targets and Measures are all expressed in the same units
INDICATOR Baseline(date)
2009 Target
2009 Measure
Number of subsidies paid for solar water heaters per annum
5640 (in 2008)
12 000 12 345
Mortality rate of children under 5 years of age
565 per 10 000 births (in 2005)
400 per 10 000 births
385 per 10 000 births
Percentage of learners passing mathematics in Matric
43% (in 2002)
72% 65%
28
The RBM elements can all be expressed in tabular form in a Logical FrameworkDescription Type Indicator Basel
ine in (year)
2008Target
2008 Measure
2009 Target
2009 Measure
Learners’ maths skills are improved
Out-come
Percentage of learners passing mathematics in Matric
43% (2002)
68% 62% 72% 65%
Maths Training Programme for secondary school maths teachers
Out-put
No of matric maths teachers in qunitile 4 and 5 schools completing programme
1243 (2007)
1500 1151 1700 1629
Delivery of learning materials to training centres
Activity Percentage of training centres receiving learning materials by start of programme
85%(2006)
95% 92% 100% 98%
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• RBM focuses on the consequences of delivering services and products;– Answers the ‘so what?’ question.
• The Logic Model;– Sets out the theory of change.– A way to visualize the hierarchy of endeavour.
• The Logic Model;– Provides a framework for measurements that are
required to assess performance and achievement of results.
• Evidence must be used to test the logic.
Summary
30
• RBM focuses on the consequences of delivering services and products;– Answers the ‘so what?’ question.
• The Logic Model;– Sets out the theory of change.– A way to visualize the hierarchy of endeavour.
• The Logic Model;– Provides a framework for measurements that are
required to assess performance and achievement of results.
• Evidence must be used to test the logic.
Summary