WFP RBM Training

1. WFP RBM Training One-day RBM Awareness Training for WFP HQ General Service Staff

2. Welcome ……… • Housekeeping • Turn all mobiles ‘OFF’ • Please ask questions and share comments and experiences • There will is a lot of discussions • No meetings within training.

3. IntroductionAgenda of the Day?

4. What do You Want to Know by the End of This Training ? ?

5. Objectives • Develop a general understanding of WFP’s RBM approach • Know common RBM concepts, definitions and tools • Able to define major components of an WFP’s RBM approach • Know how RBM will benefit WFP

6. Objectives (cont’d) • Understand how your Division/Unit results contribute to WFP’s results • Look at the relevance of RBM as a process to improve WFP and individual staff performance

7. Learning Outcomes Participants would be able to: • Understand the basic RBM concepts and techniques and how they related to their work. • Able to apply the definitions of common RBM terms at work • Identify how their work contribute to achieving their Divisional objectives, and WFP’s strategic and management objectives

8. WFP’s Commitment to RBM – ED Quotes • “I can think of no initiative more important to WFP at this stage in our development than Results-Based Management” • “RBM is no longer an option. It is expected of us, and will make us much better. We need it – and our mission depends on it” • “We are trying to move quickly and we will surely experience some frustrations and setbacks as we apply new RBM processes and tools”

9. Readiness: Where do you fall?

10. New realities… Budget constraints Obligation to do more with less while maintaining quality Need to demonstrate value to stakeholders … have driven a global response Managers are under pressure to provide evidence that their programmes achieve results se International organisations, UN agencies, and governments need to provide credible evidence of their results to donors WFP’s response: RBM policy approved by WFP’s Executive Board in 2000 Established of a Division for RBM/OEDR (2003) RBM Orientation Guide, Indicator Compendium Work Plans and Performance Reviews New RBM Training (2003-2005) APRs, SPRs CMEA Why RBM now ?Responding to the New Realities

11. Why RBM? Key Benefits of RBM Performance expectations jointly set out and owned by stakeholders Improved performance reportingto stakeholders Clear accountabilities assigned for results Improved efficiency and effectiveness Risks to performance monitoredand addressed Timely performance information available for management decisions Benefits

12. How Can RBM Help WFP ?. • Instill a sense of mission and focus in WFP • Indicate where the Programme has made progress • Assist managers and staff in making day-to-day management decisions • Serve as a tool for communicating our performance to others

13. What are results? Results

14. What are results? Activity Generates Result • You do something and something happens as a consequence • All your activities and your units activities generate results • Whatever we do produces results (tangible and intangibles)

15. What does RBM mean? • RBM is a management approach that focuses on three basic questions that are fundamental to any organization: • What do we wish to achieve? • What will we do to reach that goal? • How will we know whether we have achieved that goal? • …Is participatory & team-based management approach that seeks to….. • focus an organization's efforts and resources to improve effectiveness and sustainability of operations, and improve accountability for resources to achieve expected results(objectives).

16. What RBM Cannot do….. • Offer a quick-fix solution • Become a mechanism to punish staff • Become solely a data collection exercise • Substitute for good management practices • Explain why your program is not working as well as it should be

17. WHAT IS RBM? RBM is a management strategy focusing on performance and achievement of expected results (outputs, outcome and impacts). It is a way of thinking of and answering three basic questions: • What do we wish to achieve? • What will we do to reach these results? • How will we know whether we have achieved these results?

18. WFP’s RBM Approach Key Steps

19. WP PR “SPRs” Jan Feb Dec Mar PMM Nov Apr Oct PMM BMP May Sept Jun Aug Jul PR The WFP RBM & RM Cycle RM RM PMM

20. WFP’s RBM Approach The First Key Step Strategic Alignment

21. RBM: THREADS ALL TOGETHER FOR RESULTS……………..STRATEGIC ALIGNMENT MDGS Mission & Vision CORPORATE RESULTS STRATEGIC PLAN Programme Expected Results STRATEGIC OBJECTIVES Management Results Management Plan MANAGEMENT OBJECTIVES HQ. DIVISIONS: SUPPORT ACTIVITIES REG. BUREAUX: SUPPORT ACTIVITIES & REGIONAL PROJECTS COUNTRY OFFICES: EMOPs, PRROs, CPs, S UPPORT ACTIVITIES

22. WFP Executive Strategic Plan SO s & MOs Millennium Goals & Donor requirements Units Project Documents SPRs Functions Individuals Project & Support Service ActivitiesGenerating Strategic Alignment • Strategic alignment means roughly translates into “everybody pulling in the same direction” • Millennium Goals and WFP donor expectations have to guide everything we do in WFP • The Strategic Objectives (SOs) need to guide our choice of projects and programme activities • The Management Objectives (MOs) need to guide our choice of management and support activities

23. How Can RBM Help WFP ? • Identify areas where productivity can be improved • Increase WFP’s accountability • Improve the credibility of WFP • Provide a framework for the strategic planning or goal-setting process • Provide a structured approach for linking budget decisions to WFP objectives

24. How Can You Measure Results (success) • Determine inputs needed (resources) • Determine activities (what you do) • Determine outputs (what you produce) • Determine indicators ( yardsticks) • Determine outcomes (the final results/benefits/value-added) • Provide performance information (tell people what your unit achieved)

25. Divisional Results Statements should answer…………. • Who are the customers, clients, or beneficiaries (the target population) of your services? • What are the intended results, changes, or benefits of your services? • How do you intend to provide the services and meet client offices/Divisional needs, etc.?

26. Keeping Busy ----------Making a Difference Inputs -resources used • Outcomes • (Immediate, • Intermediate, Final) • changes in • beneficiaries lives • changes in work place • - changes in services • provided • contributions made • towards these changes Outputs - products and services provided Activities -tasks, processes, tasks to completed in order to provide a service Influenced by External Factors How We Make a Difference Area of Control Internal to WFP How We Keep Busy

27. WFP’s RBM Tools • Strategic Plan • Covers 4 years, rolled every 2 years. • Management Plan • It is be revised every 2 years • Derived from the Strategic Plan • Includes all support activities, resource levels, planned results and indicators • Performance Reports • Annual Performance Report (APR: • Account for WFP’s results for previous calendar year. • Life span: one year • Standard Project Report: • Account for project results for the previous calendar year • Annually produced though the project life.

28. WFP’s RBM Tools • Indicators Compendium • Contains all strategic and management objectives • Related expected results and performance indicators • Information on data collection and frequency of collection • Annual Work Plans • Annual Performance Planning by all Divisions/Units, RB, COs • Beginning of each year: January and February. • Life span: one year • Performance Reviews + Guidelines • Mid-and End of Year • End of Year Performance Review Feedback Survey

29. RBM - Achievements to Date • Developed a corporate-wide approach to RBM implementation in WFP (RBM Orientation Guide, Indicators Compendium) • Identified Corporate level Indicators • RBM Training: Raised awareness among staff and partners about WFP RBM’s approach ( over 1200 trained to date). • Develop & Rationalised Corporate work planning, review & reporting processes (Work Plan Templates and Guidelines. • Annual Performance Reports Presented to EB • Over 300 Standard Project Reports cleared and submitted to EB by 31 March annually • Common Monitoring and Evaluation Approach (in progress) • Inputs to Strategic Plan and Management Plan Preparation. • RBM Support to RBM, COs and HQ Divisions

30. GROUP EXERCISES AND DISCUSSIONS • For the purposes of these exercises, let's break into FOUR GROUPS

31. RBM and Individual Performance (Linkage with PACE) • PACE is a dynamic process whose goal is to ensure that WFP and all its Bureaux, divisions, units, teams and individuals are working together to achieve the results expressed by the organization

32. RBM is a way of lifeWe all apply RBM principles every day in your work and in your private life….

33. WFP’s Results Based Management Approach involves: It involves: 1. systematically collecting & strategically utilizing information 2. …on an ongoing basis… 3. …in an intra- and inter-organizational collaboration and partnership 4. …for a variety of internal and external purposes.

34. Activity (service delivery) Outputs Outcomes Activity of the Security Officer (answering radio calls, walking beats, writing tickets, investigating accidents, making arrests, etc.) # of radio calls answered # of beats walked # of accidents investigated Our staff is safe, secure, and orderly. Distinguishing between Outputs and Outcomes

35. INPUTS ACTIVITIES OUTPUTS OUTCOMES So, how do we get from this………………………………. …to this………………………………………………????? Providers, Vendors, & Collaborators OUTPUTS OUTCOMES Service- Delivery Outcomes Quantity Quality Effort ACTIVITIES, STRATEGIES, & SERVICES INPUTS & RESOURCES Beneficiaries Outcomes Effect Quantity Quality Clients & Customers

36. INPUTS ACTIVITIES OUTPUTS OUTCOMES context TRANSPORTERS,SUPPLIERS, COOPERATING PARTNERS etc: Paid and non-paid personnel required to implement plans, provide diverse services, distribute food to beneficiaries and evaluate operations, and so forth. CLIENTS & BENEFICIARIES: The targeted clients and other beneficiaries of the project, including the public at large. context

37. Quantity Quality How well did we do it? How much did we do? Effort “OUTPUTS” How hard did we try? Effect What change did we produce? + INPUTS ACTIVITIES OUTCOMES Source: Mark Friedman (1997, 2000)

38. Quantity Quality How well did we do it? How much did we do? Effort How hard did we try? Effect What change did we produce? OUTPUTS Quantity Quality Effort + = Effect Quantity Quality

39. SERVICE-DELIVERY OUTCOMES • Cost-effective, integrated service-delivery system, • Satisfied staff • Automated data and management systems, • Results-oriented organization, • Etc. • PROJECT OUTCOMES • Saving Lives • Healthy mothers and children • Economically viable, food secured and safe communities, Counterparts, Suppliers, & cooperating partners Quantity Quality ACTIVITIES, STRATEGIES, & SERVICES 4 2 INPUTS & RESOURCES Effort OUTPUTS Effect 3 1 Quantity Quality Clients & Beneficiaries

40. Providers, Vendors, & Collaborators INPUTS ACTIVITIES OUTPUTS OUTCOMES Clients & Customers Outcomes Activities Inputs Outputs $ effort and other resources providers etc. service delivery & operational strategies effect clients etc.

41. How can the RBM System attract stakeholder buy-in? • It must refer to outcomes or processes that the stakeholders care about. • It needs to involve and account for the concerns of constituencies important to politicians. • It has to be credible. • It must make a few clear points in an easy-to-understand way.

42. Use RBM Information Performance Monitoring + Evaluation “Performance Information” Management: Improvement Performance Accountability: Reporting Learning Decision- making Team- building External Internal Experience Informed decisions on Intervention Strategy / Partnerships Transparency and consensus EB + donors Partners Benef. Units Staff

43. Factors that Influence to RBM Implementation • ORGANIZATIONAL CULTURE: The belief system, norms, and values within the organization or agency and the local community. • LEADERSHIP: Governance, decision-making, and implementation of policies and procedures. • TECHNICAL: Basic capabilities within the organization and in the local networks, including skills, expertise, and computing resources.

44. Service Deliveriestarget Targets set the bar. Service Deliveries now • Target = desired value of an output or outcome at a given point in time • Should be “ambitious but realistic” • Reflects level of commitment – how high are we willing to aim?

45. What is an Indicator? Quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement, or to reflect the changes connected to a WFP operation or activity or support service

46. Factors Influencing Results 1. Formal policies, systems, & practices 2. Identified Risks 3. Informal practices & symbolic actions 4. Evaluative beliefs, values, & attitudes

47. Work Plan DevelopmentWFP Work Plan Template • Help Units to discuss and identify their contributions to the Strategic Objectives and/or Management Objectives • Ensure strategic alignment • Offers an opportunity for the units to assess and manage performance

48. Work Plan Development • What is the Purpose of the Work-Plan? • Align the Unit’s objectives with WFP corporate objectives • Define the results expected • Select the indicators to track performance • Set targets • Identify the activities deliverable • Clarify responsibilities Identify completion dates • Identify the budget for activities • Basis for Preparing Annual Performance Reports, Standard Project Reports and PACE

49. Work Plan DevelopmentEnsuring Strategic Alignment at Work Unit level WFP Executive Strategic Plan SOs & MOs Millennium Goals &Donor requirements Units Work and Risk Management Plans Project Documents SPRS,APR Local Strategic Factors / Support Service/Work Units Individuals (staff)

50. Performance and Risk Report • Recommendations • Action Steps • Decisions • Strategy Refinement Actual levels of Performance Targeted levels of Performance ? Social Work 642