Results-Based Management and Field-Level Capacity Building in the TC Cycle

1. Results-Based Management and field-level capacity building in the context of programming the TC cycle 2012-2013 Informal Briefing on the occasion of the 53rd General Conference September 14, 2009

2. Plan of the presentation • Expectations for Technical Cooperation • Improving results-based management at country level • Critical role and responsibilities of Member States counterparts • Conclusion • The Way Forward

3. Expectations for Technical Cooperation • TC Strategy • Resolution of the General Conference [GC (52)/Res/11] 2008 • Audit findings and recommendations • Lessons from previous and on-going Technical Cooperation programming cycles

4. Technical Cooperation Strategy • The strategic goal for the technical co-operation is as follows: “Technical cooperation with the Member States shall increasingly promote tangible socio-economic impact by contributing directly in a cost-effective manner to the achievement of the major sustainable development priorities of each country”. • The intents of this strategic goal are to • respond to a real need of the country; • produce significant socioeconomic impacts; • reflect the distinct advantages of nuclear technology over other approaches; • attract strong government commitment, • Look beyond the immediate recipient institute at the final end user i.e. citizens. • The importance of the engagement and full involvement of the Member States and the development community.

5. Extracts of GC Resolution 11 General Conference stresses the need • To enhance the effectiveness and efficiency of the TC programme in accordance with the requests and needs of Member States, • To promote key areas identified in the Johannesburg Plan of Implementation and the attainment of the Millennium Development Goals, • To strengthen the TC activities through the development of effective programmes with well defined outcomes.

6. Extracts of GC Resolution 11 (2) General Conference stresses the need • To support self-reliance, sustainability and further relevance of national nuclear and other entities in Member States, including regional and interregional cooperation on this issue, • To interact with interested States, the UN system, multilateral financial institutions, regional development bodies and other relevant intergovernmental and non-governmental bodies to ensure the coordination and optimization of complementary activities, • To continue implementing the Programme Cycle ManagementFramework (PCMF) in phases and to make it user-friendly so that Member States may use the tools effectively.

7. Results-based management at country level

8. Results based programming and budgeting Definition: “Involves formulating programmes and budgets that are driven by specified desired results that are articulated at the outset of the process and against which performance is measured at the end of the programme and budget cycle and is evaluated over time.” (GOV/INF/2005/5 25 April 2002)

9. Results based programming and budgeting (2) Criteria for appraising results: • rationale (i.e. the justification for the programme); • objectives (i.e. the overall effect to be brought about to satisfy identified needs); • outcomes (i.e. the direct changes generated by the work of the Agency); • performance indicators (i.e. the information to be used to assess or measure the achievement of outcomes); • outputs (i.e. the products or services to be delivered); • inputs (i.e. the resources required).

10. Results-based Management (RBM) Based on experience, state-of-the-art RBM now includes these main features: • Country-driven (i.e. The need to respond to real needs of high development priority) • Learning by doing (i.e. The need to improve using best practices, monitoring and evaluation) • Five levels of management (i.e. A comprehensive management framework linking policies to strategies, to programmes, to projects and to activities)

11. Results-based Management (RBM) (Cont’d) Based on experience, state-of-the-art RBM now includes these main features: 4. SMART results (i.e. The clear and measurable enunciation of the results or changes generated by the support of the Agency) 5. Working in partnership (i.e. A comprehensive approach to management is required, involving all the partners in the achievement of the strategic results of the plan and priorities of the Member State)

12. Country driven

13. Alignment of external support to Government’s Plan MDGs UNDAF National Plan CPF

14. Lessons learned about RBM

15. Make sure that the key factors influencing the success of the intervention are taken care of Lesson #1

16. three conditions by Principle: Interventions must not only be necessary, but also sufficient to achieve the expected result If a problem is caused

17. be addressed must Principle: Interventions must not only be necessary, but also sufficient to achieve the expected result All 3 conditions

18. Results are achieved in partnerships Lesson #2

19. Country Programme Results Framework

20. Lesson #3 Align and prioritize your scarce resources to achieve your intended strategic results 20

21. Results Resources $  $  $   $ $ $  

22. Results  $ $  $  $  $  $  Resources

23. Results  $ $    $ $ $  Resources

24. Results $   $   $ $ Resources

25. Results $   $  $ Resources

26. Results? Results? Results? Results? Results? Results? Results?  $ $  Resources

27. Results Based Management

28. Evolution of Management Styles RBM 2000+ Budgeting for value for money 1990s Budgeting by objective 1980s Management by Objective 1960s-1970s Control and command 1950s

29. Results Management Paradigm Matrix of Accountability Results Plan Program Implement Control Evaluate PL PR IM CO EV • Policies • Strategies • Programmes • Projects • Activities Management of Resources Leadership & Entrepreneurial Innovation $ Material People Info

30. Five levels of Management

31. Results Management levels Cabinet/Board Senior Managers Management Unit Department Office Employee Monitoring Planning Evaluating Programming Implementing Policy Strategy Program Project Task

32. Management of activities

33. Levels of Management Pre Determined Results Planning Programming Monitoring Implementing Evaluation Policy At this level of management , the procedures define the quality of the products being delivered. Emphasis is on process not results. Strategy Programme Project Activity 33

34. IAEA Reporting on activities

35. Project management

36. Levels of Management Results Led Pre Determined Results Planning Programming Monitoring Evaluation Implementing Policy The project paradigm was designed to be an exception to bureaucracy. The end results determine the administrative scenario, in light of the risks. Strategy Programme Project Activity 36

37. Examples of Indicators Objectives Impact indicators Infant mortality rate, under 5 mortality rate Results Results monitoring Outcomes Outcome indicators Number & % of child diarrhea cases treated with ORT Number & % of mothers knowing about & having access to ORT services Outputs Output indicators Activities Process indicators Number of health personnel trained in ORT, number of media ads produced, etc Means Implementation monitoring Funding amounts ($), trainers (person-months), ORT supplies (numbers), etc Inputs Input indicators Logical Framework is the Project conceptual tool

38. IAEA Example of an LFA Maximizing the Use of Legumes for Increased and Sustainable Production in a Rain-Fed Production System

39. Programme management

40. Levels of Management Results in Partnerships Results Led Pre Determined Results Planning Programming Monitoring Implementing Evaluation Policy Programmes are not mega-projects. They are collaborative ventures between partners achieving results. Strategy Programme Project Activity 40

41. Conceptual tools for Programmes are Logical Models Policy Strategy Project Monitoring Evaluating Planning Programming Implementing Program 41

43. Management of Strategies

44. Levels of Management Impact Partnerships Results Led Pre- determined Planning Programming Monitoring Implementing Evaluation Policy Strategy Programme Project Activity 44

45. Results achieved bymanaging strategies are not done by oneself alone but mostly by others 45

46. Conceptual tool for institutional assessment Environment • Administrative • Political • Social / Cultural • Economic • Stakeholder Organizational Capacity Organizational Performance Organizational Motivation • Strategic leadership • Structure • Human resources • Financial management • Infrastructure • Project management • Process management • Inter-organizationallinkages • Effectiveness • Efficiency • Relevance • Economic / Financialviability • History • Mission • Culture • Incentives /Rewards Strategy 46

47. Management of Policies

48. Levels of Management Impact Consensus for Results Partnerships Results Led Pre- determined Planning Programming Monitoring Implementing Evaluation Policy Strategy Programme Project Activity 48

49. A First Time in HumanityThe Challenge of Working Together All countries and major international organizations agree to achieve the Millennium Global Goals

50. Factors of a results based policy Bold but measurable vision Inspiring intermediate targets indispensable Balance ambition with realism Targets must be well known Constant monitoring and learning essential Strong leadership matters Nothing speaks louder than money 50