Regional Technical Assistance 6256Results Based Organization Management

Cebu City 7th and 8th August 2009.

Rules

• Be here start to finish• Phones off!

Problems of Managing in the Public Sector / Government

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

• 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

Results Management (MfDR) is an Organization Change Process

Results Chains and Logic ModelsResults Chains and Logic Models

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The Results Chain

Inputs Activities Outputs Outcomes Impacts

Inputs Activities Outputs Immediate Intermediate

Outcomes

Final

Inputs Activities OutputsSector

OutcomesNational Impacts

Outcomes

Organization

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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

Building Clarity is Key to the Solution

MfDR Training Module3: The Results Chain 10

The Organization

Highest level statement, usually from national development plan, societal benefits from sector improvements

National / Societal Level Goals

Sectoral Level Outcomes

Organizational Level Outcomes

Organizational Level Outputs

Organizational Level Activities

Sector contribution at the country level, in national and/or sector plan, longer term benefits

Medium term results in the sector, directly influenced by the organisation by its outputs

Products, services, goods produced and delivered by the organisation, mostly to external clients and stakeholder

Activities and processes undertaken internally by the organisation, to produce the outputs

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Infrastructure

Outputs Outcomes Impacts

Infrastructure Built Use of Infrastructure Benefits of Use

Farm to Market Roads Built

Increased Transport of Rural Produce

Improved Livelihood of Rural Farmers

Example Roads:

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Policy Advocacy

Outputs Outcomes Impacts

Awareness Results ofPolicy

Implementation

Policy Change

Increased awareness of climate change by policy makers

Increased number of companies

curtailing emissions

Example:

Reformed environmental laws mandating emission reductions

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Electrification

Outputs Outcomes Impacts

All Districts Connected to Electrical Grid

Increased manufacturing activity using energy intensive processes

Increased Export for Local Manufacturers

Example:

Infrastructure Built Use of Infrastructure Benefits of Use

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Helpful Hints

Outputs Outcomes Impacts

Produce Directly Influence Contribute to

Org. Control Clients Control No Control

Accountable for Manage towards Correct logic

100% Attribution 60% Attribution 20% Attribution

Readily changed Consult Change = new program

To / for Clients Clients Use/Status Sector/National

Annual By end of program Post - program

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Results Jigsaw Puzzle

Task: • Department of Energy results• Organize National, Sectoral, and

Organizational Results and Activities in a logical sequence

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Increased energy independence

Sustainable economic growth & poverty alleviation

Enhanced energy industry competitiveness and efficiency

Increased indigenous supply of fossil, renewable

and alternative fuels

Carry out sector reforms

Electric power industry restructured

Power sector reforms implemented and

monitored

Develop power sector reforms

Indigenous energy resources explored and

developed

Form partnerships for indigenous

resource exploration

Carry out exploration and

development projects

Activities

Outputs

Org Outcomes

Sector Outcomes

National Goal

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Defining Results

Wording must show change:• Improved• Increased• Enhanced• Greater• Higher• Diminished• Presence / Absence

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Wording of Results-example

“ Improved case flow management by target courts in 3 Districts by 2010 through improved administration”

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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

MfDR Training Module3: The Results Chain 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

Defining Results

Fill in the Blanks

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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

Linking Results Chains

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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

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Logic Model

Activity Set 1

Activity Set 2

Activity Set 3

Activity Set 4

Output 1 Output 2 Output 3 Output 4

Outcome 1

Outcome 2

Impact

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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

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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

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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?

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ECONOMIC DEVELOPMENT

PEACE AND ORDER

A. Reduction in crime incidence

C. Increase in solved crimes

1.Crime prevention programs

developed and implemented

2. Laws enforced

4. Crimes Investigated

3. Relationships developed and maintained with

stakeholders group

Police Relations Services

Investigation ServicesIntelligence Services

Operations ServicesLogistical ServicesMateriel Development

B. Strengthened Community – Police

Relations / Ties

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Logic Model

• Create the logic model for becoming a millionaire

• Build a business?• Win the lottery?• Win American Idol?• Sell drugs?

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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

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• 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

Helpful Hints: Logic Model Development

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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"

Judicial Education Project (JEP) Case Study: Logic Models

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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

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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”

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Capacity Gaps

• Low understanding of human rights principles and how to apply them in cases

• Poor judgement writing skills• Inconsistent judgement writing across

judiciary

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JEP Case Study

• Create a results chain of activities, outputs, and outcomes, using the issues, situation analysis and program outline

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

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