Results-Framework Document (RFD):An Instrument for Improving Government Performance
Dr. Prajapati TrivediSecretary, Performance Management
Cabinet Secretariat
March 1, 2011
Presentation Outline
• Perceptions about Government Performance
• Explanations about Government Performance
• Meaning of Government Performance
• How to Improve Government Performance
• International Best Practice and Options
• Indian Experience
• Lessons of Experience – Summing Up
www.performance.gov.in
Presentation Outline
• Perceptions about Government Performance
• Explanations about Government Performance
• Meaning of Government Performance
• How to Improve Government Performance
• International Best Practice and Options
• Indian Experience
• Lessons of Experience – Summing Up
6436
3439
India Today
33Percentage of departments below average67 Percentage of departments above average
93Median Score89Mean (Average) Score
RFD
Spearman Rank Correlation .02
RFD versus India Today
Perception = Achieving Targets
+ Quality of Interface
+ Communication
What explains the Perception Gap?
Citizen’s / ClientsCharter
GrievanceRedress
Mechanism
Perception = Achieving Targets
+ Quality of Interface
+ Communication
What explains the Perception Gap?
(39)
India Today
- 50
89RFD
Presentation Outline
• Perceptions about Government Performance
• Explanations about Government Performance
• Meaning of Government Performance
• How to Improve Government Performance
• International Best Practice and Options
• Lessons of Experience – Summing Up
Perceptions aboutPerformance of Government Agencies
Government Agencies have not delivered what was expected from them
Government Agencies have not delivered what was expected from them
Presentation Outline
Perceptions about Government Performance
• Explanations about Government Performance
• Meaning of Government Performance
• How to Improve Government Performance
• International Best Practice and Options
• Lessons of Experience – Summing Up
Problems of Government Agencies - I
ADMINISTRATIVE MINISTRY EQUITY EFFICIENCY
MULTIPLE PRINCIPALS
MULTIPLE GOALS
FUZZY GOALS & OBJECTIVES
PLANNING MINISTRY
FINANCE MINISTRY
PARLIAMENT
POLITICAL NON-POLITICAL
Problem of Government Agencies -II
“NOT ME”Syndrome
People
Public Enterprise
Government
Parliament
Performance Deficit Vs. Financial Deficit
Performance Deficit
Low Credibility
Lower FundingFinancial Deficit
Poor Performance
Symptom:
Presentation Outline
Perceptions about Government Performance
Explanations about Government Performance
• How to Improve Government Performance
80 %
20 %
Determinants of Performance
LeaderREST
People
80 % 20 %
Determinants of Performance
Reduce Quantity of Government
Reduce Quantity of Government
Increase Quality of Government
Increase Quality of Government
What can be done to solve the problem?
Government Agencies have not delivered what was expected from them
Government Agencies have not delivered what was expected from them
Trickle-down Approach
Direct Approach
Privatization Traditional Civil Service Reforms
Increasing Quality of Government
Trickle Down Approach
Direct Approach
Performance Agreement Client Charter
E-Government
ISO 9000E-Procurement
Quality Mark
Enabling Environment
Peer ReviewsKnowledge Management
1. ISO: 9001:2008 Certificate
Awarded on November 26, 2010
Awarded by Bureau Veritas
• A France-based certification body
• 140 countries• 900 offices• 39,000 employees
10th Report ofSecond Administrative Reforms Commission
“Performance agreement is the most common accountability mechanism in most countries that have reformed their public administration systems.”
“At the core of such agreements are the objectives to be achieved, the resources provided to achieve them, the accountability and control measures, and the autonomy and flexibilities that the civil servants will be given.”
SamplePerformance Agreement
From New Zealand
SamplePerformance Agreement
FromUSA
Performance Agreement
between
The President of USA
William Jefferson Clinton
and
The Secretary of Energy Hazel O’Leary
PMA Scorecard – June 30, 2002
SamplePerformance Agreement
From Malaysia
SamplePerformance Agreement
SamplePerformance Agreement
1. What is RFD? (The Content of RFD)
1. What are department’s main objectives for the year?
2. What actions are proposed to achieve these objectives?
3. How to determine progress made in implementing these actions?
seeks to address three basic questions:
Format of Result-Framework Document (RFD)
Specific performance requirements from other departments that are critical for delivering agreed results.
Section 5
Description and definition of success indicators and proposed measurement methodology.
Section 4
Trend values of the success indicators.Section 3
Inter se priorities among key objectives, success indicators and targets.
Section 2
Ministry’s Vision, Mission, Objectives and Functions.
Section 1
Section 3:Trend Value of Success Indicators
Action 3
Action 2
Action 1
Objective 3
Action 3
Action 2
Action 1
Objective 2
Action 3
Action 2
14001000800650500No.No. of Schools
Action 1
Objective 1
ProjectedValue for
FY 11/12
ProjectedValue
forFY 10/11
TargetValue
for FY 09/10
Actual Value
for FY 08/09
Actual Value
for FY 07/08
UnitSuccess IndicatorActionsObjective
PrepareRFD
Beginning of Year
April 1
Monitor Progress
Duringthe Year
October 1
EvaluatePerformance
End of Year
June 1
1 2 3
How does RFD work? (The Process)
Departments send RFD to Cabinet Secretariat
RFDs reviewed byPMD and ATF
Departments incorporate PMD / ATF suggestions
RFDs approved by HPC on Government Performance
Departments place RFDs on Departmental Websites
Minister approves RFD
How does RFD work? (The Process)
Why the Focus on Performance ?
• First general point– The power of performance management is now
widely recognized.
Former Prime Minister Mahathir Mohamad in his speech atCommonwealth Association for Public Administration and
Management (CAPAM) Conference said:
“The quality of an effective government administration can not be lower than that of its clients–
specifically the private sector .”
(Malta, November 1, 1996)
Government Effectiveness Risk
The Power of Performance Measurement
• What Gets Measured Gets Done• If you Don’t Measure Results,You Can’t Tell
Success from Failure• If You Can’t See Success, You Can’t Reward It• If You Can’t Reward Success, You are Probably
Rewarding Failure• If You Can’t See Success, You Can’t Learn From
It• If You Can’t Recognize Failure, You Can’t
Correct It• If You Can Demonstrate Results, You Can Win
Public Support
Presentation Outline
Perceptions about Government Performance
Explanations about Government Performance
How to Improve Government Performance
• Meaning of Government Performance
What is meant by the term: PERFORMANCE OF GOVERNMENT AGENCIES?
• Ex-post versus Ex-ante Performance
• Managerial versus Agency Performance
• Partial versus Comprehensive Performance
A Taxonomy of Performance Evaluation Approaches
ManagerialPerformance
AgencyPerformance
Ex-a
nte
Perf
orm
ance
Ex-p
ost
Perf
orm
ance
Cell # 1Cell # 2
Cell # 3 Cell # 4
Results-BasedManagement Framework
Impact Studies
Best Practice Methodology
A SOLUTION!
Performance Information
System
Criteria(“How” to Evaluate)
Performance Evaluation
System
Institutional Arrangements(“Who” Should
Evaluate)
PERFORMANCE IMPROVEMENT SYSTEM
Performance Incentive System
A SOLUTION!
Performance Information
System
Criteria(“How” to Evaluate)
Results-Based Management Framework
Institutional Arrangements(“Who” Should
Evaluate)
PERFORMANCE IMPROVEMENT SYSTEM
Performance Incentive System
BEGINNING OF YEAR
Step 1 Criteria
Selection
“FAIR” to Officials
END OF YEAR
Step 2 Criteria Weight
Selection
Step 3 Criteria Value
Selection
“FAIR” to country
Negotiated “FREELY”
Step 4 Performance Evaluation (Composite
Score)
Results-Based Management Framework
84.5%Composite Score
20%
27%
37.5%
WeightedRaw Score
100%
90%
75%
RawScore
600
18
15
Achievement
Target / Criteria Values
PoorFairGoodVeryGoodExcellent
250
12
5
60%
300
14
10
70%
400
16
20
80%
450
18
25
90%
.20
.30
.50
Weight
500Number of hospitals with ISO 9000 certification by December 31, 2009
3
20% Increase in number of people with access to a primary health center within 20 KMs
2
30% Increase in number of primary health care centers1
100%
Criteria /Success Indicators
Example of Results FrameworkStep 1 Step 2 Step 3 Step 4
Results Framework Management System
Lessons Learned• Audacity of size – Pilots remain pilots• Must have a composite index for
performance– There must be rankings for it to work
• Accountability must be assigned to a person• Accountability trickles down• Vertical and Horizontal alignment
necessary• It must be wholly indigenous effort• Large-scale intensive training important
Vision
Long-TermStrategy
Five-Year Development
Plan
ResultsFramework
This
Presentation
Vertical Alignment
Lessons Learned
• Large-scale intensive training important
• You need a champion
• Location of Champion Matters
– Evaluator must be higher than evaluatees
• Collaborate with academic institutions & other government departments
• Effective Communications is important
Thank YouFor comments and further dialogue please contact:
Dr. Prajapati TrivediSecretary, Performance Management
Cabinet Secretariat
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