Regional Technical Assistance 6256 Results Based Organization Management

1. Regional Technical Assistance 6256 Results Based Organization Management Cebu City 7th and 8th August 2009.

2. Rules • Be here start to finish • Phones off!

3. Problems of Managing in the Public Sector / Government

4. Public Sector Management Problems • Delivering agreed results • Aligning the organization with plans • Cascading plans through the organization • Delivering / implementing plans • Change • The operating culture • Changing behavior • Improving performance • Measuring performance • Building clarity

5. Results Management (MfDR) is an Organization Change Process • More than a new system of measurement • A long term change process involving • Reorientation of thinking and planning • Change at the organization level • Change at the personal level

6. Results Chains and Logic Models

7. The Results Chain Inputs Activities Outputs Outcomes Impacts Organization Sector Outcomes National Impacts Inputs Activities Outputs Outcomes Outcomes Intermediate Immediate Inputs Activities Outputs Final

8. The Results Chain • A series of expected achievements, “linked” by causality • Continuum from inputs/resources to final impact divided up into segments / links • Each link in the chain is characterized by: • Increased importance of achievement with respect to the organizational / program / project goal • Decreased control, accountability, and attribution

9. Building Clarity is Key to the Solution

10. Highest level statement, usually from national development plan, societal benefits from sector improvements National / Societal Level Goals Sectoral Level Outcomes Sector contribution at the country level, in national and/or sector plan, longer term benefits Organizational Level Outcomes Medium term results in the sector, directly influenced by the organisation by its outputs The Organization Organizational Level Outputs Products, services, goods produced and delivered by the organisation, mostly to external clients and stakeholder Organizational Level Activities Activities and processes undertaken internally by the organisation, to produce the outputs MfDR Training Module 3: The Results Chain

11. Infrastructure Example Roads: Increased Transport of Rural Produce Improved Livelihood of Rural Farmers Farm to Market Roads Built Outputs Outcomes Impacts Infrastructure Built Use of Infrastructure Benefits of Use

12. Policy Advocacy Outputs Outcomes Impacts Results of Policy Implementation Awareness Policy Change Example: Reformed environmental laws mandating emission reductions Increased number of companies curtailing emissions Increased awareness of climate change by policy makers

13. Electrification Example: Increased manufacturing activity using energy intensive processes Increased Export for Local Manufacturers All Districts Connected to Electrical Grid Outputs Outcomes Impacts Infrastructure Built Use of Infrastructure Benefits of Use

14. Helpful Hints Produce Directly Influence Contribute to Org. Control Clients Control No Control 100% Attribution 60% Attribution 20% Attribution Accountable for Manage towards Correct logic To / for Clients Clients Use/Status Sector/National Annual By end of program Post - program Readily changed Consult Change = new program Outputs Outcomes Impacts

15. Results Jigsaw Puzzle Task: • Department of Energy results • Organize National, Sectoral, and Organizational Results and Activities in a logical sequence

16. Sustainable economic growth & poverty alleviation National Goal Sector Outcomes Enhanced energy industry competitiveness and efficiency Increased energy independence Increased indigenous supply of fossil, renewable and alternative fuels Electric power industry restructured Org Outcomes Indigenous energy resources explored and developed Power sector reforms implemented and monitored Outputs Activities Form partnerships for indigenous resource exploration Carry out exploration and development projects Carry out sector reforms Develop power sector reforms

17. Defining Results Wording must show change: • Improved • Increased • Enhanced • Greater • Higher • Diminished • Presence / Absence

18. Wording of Results-example “ Improved case flow management by target courts in 3 Districts by 2010 through improved administration”

19. Problems: • Improved case flow management: defining ‘improved’ • Increased • Enhanced • Greater • Higher • Diminished • Presence / Absence • Should not use – "through", "for" (in order to) no causality in the statement

20. Wording should try to include: • What – case flow management • Who – Target Courts • Location - 3 Districts • Timeframe - by 2010 • May not be appropriate for all results • Outcome – timeframe is end of project MfDR Training Module 3: The Results Chain

21. Defining Results Fill in the Blanks

22. Summary • Results are represented in a chain, with the different levels of results "linked" together • Handy tips and judgement should be used to determine the different levels of results • Results statements should be precisely worded

23. Linking Results Chains

24. Putting Results on Paper • There are many established tools • Two common formats • Logic Model (Results Trees) • Logical Framework Analysis (LFA) • Both have strengths and weaknesses and serve different purposes

25. Logic Model Impact Outcome 1 Outcome 2 Output 1 Output 2 Output 3 Output 4 Activity Set 1 Activity Set 2 Activity Set 3 Activity Set 4

27. The Logic Model • A logic model is a diagram that illustrates the logical connections between planned work (activities), outputs and the intended results (outcomes) • It is a visual way of expressing the rationale of an organisation or project • It graphically shows the expected or intended results • Causal linkages

28. Logic Model Applications • Can apply to program, policy, project, initiative, organization • Logic models have many uses: • Planning • Communications • Program Management Reference • Evaluation and Monitoring • Performance Management

29. Is it a good Logic Model? • Is it Logical? • Are the linkages between activities, outputs, outcomes and impacts clear? • Does it demonstrate “so that..” or “if…then" logic ? • Does it build upon the strategic direction and objectives of the organization? • Is it focussed? • Does it address the right issues? • Is it clear? • Can an outsider understand the program by looking at the model? • Does it have buy-in? • Did it involve a participatory approach?

31. ECONOMIC DEVELOPMENT PEACE AND ORDER A. Reduction in crime incidence B. Strengthened Community – Police Relations / Ties C. Increase in solved crimes 1.Crime prevention programs developed and implemented 2. Laws enforced 3. Relationships developed and maintained with stakeholders group 4. Crimes Investigated Operations Services Logistical Services Materiel Development Police Relations Services Investigation Services Intelligence Services

35. Logic Model • Create the logic model for becoming a millionaire • Build a business? • Win the lottery? • Win American Idol? • Sell drugs?

36. Helpful Hints: Logic Model Development • Do activities plausibly lead to the outcomes? • Keep it simple – limit the number of boxes • Flow chart model • Build on business or strategic plan • Seek input from a variety of sources • Begin activity statements with an action verb • Activities should be placed in a logical sequence

37. Helpful Hints: Logic Model Development • Select key activities • Activities should be major users of resources, represent “significant chunks of work” • Which activities lead to key outputs and outcomes • If activity is in place, then what is produced? • If that output is in place, then what outcome is likely the result? • Impacts to Activities and vice versa

38. Review • Results are represented in a chain, with the different levels of results "linked" together • Results statements should be precisely worded • A complex set of interrelated results can be captured on paper using a "logic model"

39. Judicial Education Project (JEP) Case Study: Logic Models

40. JEP Case Study • Duration and Budget: 5 years, $5 million • Geographical Focus: Palestine • Beneficiaries: • Direct Beneficiaries: Judges, Judicial Trainers, and Civil Society Organisations • Indirect Beneficiaries: Users of the Justice System, Palestinian Population, Institute of Law

41. JEP Case Study • Key Strategies - Support access to justice in Palestinian society by enhancing continuing judicial education • Program clients: Judiciary (200 in total) and civil society organizations • Impact “Increased judicial independence and respect for human rights”

42. Capacity Gaps • Low understanding of human rights principles and how to apply them in cases • Poor judgement writing skills • Inconsistent judgement writing across judiciary

43. JEP Case Study • Create a results chain of activities, outputs, and outcomes, using the issues, situation analysis and program outline

44. Lessons Learned • Successful implementation is driven by: • Demand • Management commitment and demand • Implementation is an organization change process – a marathon, not a sprint • Requires organization and behavioral change • Requires to be planned and managed • Requires rewards and punishments supporting results behavior at the agency/department level

45. Lessons Learned • Results success is not based on the technical aspects but an effective M&E system is required with decision-making processes that extensively use information from the system (demand, not supply driven) • There have to be statutory requirements for reporting and accountability • The elected representatives have to be involved in results accountability processes • Problems occur where the system does not deliver or if main elements of results management are missing