PUBLIC SERVICE M&E LEARNING NETWORK Results Based Management NATIONAL TREASURY BUDGET COUNCIL MAY 2007 Michael Acres Principal Technical Advisor Technical Assistance Unit National Treasury

Presentation Structure Introduction RBM Concepts Examples of RBM in Practice

RBM – Some Critical Questions What work needs to be done to deliver on strategic necessities? / What is the contribution of the work being done towards strategic necessities? Can a shared understanding of service delivery be generated and how can progress be measured and reported? Who is responsible for what, how does one keep focus? How can interdependencies be managed?

Programme / Project Framework InputOutputActivity Outcome Who is reached What we use to do the work What we do What we produce Who Benefits What outcomes & impact we wish to achieve TypicalRBM Thinking

Results Based Logic Model Project Activities Project Inputs

Logic Model Theory of Change Project Activities Project Inputs

Logic Model Line of Sight Project Activities Project Inputs

Logic Model Contribution & Attribution Project Activities Project Inputs

RMB Management Framework Inputs Activities Outputs Immediate Outcomes Impact Budget for these Manage in order to achieve these (change in behaviour) (deliverables) Intermediate Outcomes

Working for Water Programme  1.0m hectares IAPs cleared in 10 years  jobs created annually  “10 000” training days Outcomes Outputs Activities Inputs Goal (Impacts)  Planning IAPs clearing  Managing IAPs clearing  Conducting research  Etc, etc, etc……….  R5bn, “70” staff members, etc  Improved Ecological Integrity of Natural System  Enhanced Water Security  Productive Potential of Land improved  Improved biodiversity; Poverty reduction, etc

RMB Lessons Performance & Indicators Inputs Activities Outputs Intermediate Outcomes Indicator Impact Immediate Outcomes Indicator

Example Input Activity Output Outcome Goal – (Ultimate Impact) Buy this Changed Behavior Community feels safe in the city centre and normal business and social activity returns to these areas Reduction of crime in the identified hot spots CCTV Crime monitoring system in city hot spot areas that records criminal activity and allows response units to be dispatched when criminal events are observed Install CCTV system in crime hot spots with link to a control room and action response units Control room, control system, cameras, radio networks, funds, response units, monitoring staff

RMB Lessons Responsibility Levels Inputs Activities Outputs Outcomes Impact Management Responsibility Reporting Responsibility

RMB Lessons Logical Framework Inputs Activities Outputs Outcomes Impact Assumptions IF, THEN & & & &

Summary There should be a theory of change / contribution / attribution defined in the logic model. There is a hierarchical relationship between outputs and outcomes. Outputs can be bought. Outcomes require a change of behaviour / must be managed. Each level of this logic can and must be measured. Measurements used for management and reporting. Indicators are not the same up and down the hierarchy.

Summary Must be used from the beginning of the strategic process. Best if all initiatives – recurring and developmental use the same framework. Indicators - Less is More. Simplification & standardization of terminology. Direct link to budget processes.

RBM in the South African Context Enhancements to Governments Programme of Action – Justice & Crime Prevention Cluster. Conditional Grants.

PoA Refinement (Management Tool) ActionsDepartments 3.3Implement the IJS Programme, including Implementation of video Postponements...  Infrastructure established to conduct video postponements  Processes and procedures established to optimally conduct video postponements  The regulatory framework Criminal Procedure Act (CPA) amendment  Recommendations on the feasibility for national roll-out presented DOJCD, SAPS, NPA, DCS, ActionsDepartments 3.3Implement the Integrated Justice System Programme, including Implementation of video Postponements, Revitalise the Justice College and Implementation of Inmate Tracking systems DOJCD, SAPS, NPA, DCS,  Infrastructure established to conduct video postponements  Processes and procedures established to optimally conduct video postponements  The regulatory framework Criminal Procedure Act (CPA) amendment  Recommendations on the feasibility for national roll-out presented Consolidation of all actions and sub actions

PoA Refinement (Management Tool) Actions / Outputs IndicatorsDepartmentsOutcomes / Impact Indicators 3.3Implement the IJS Programme, including Implementation of video Postponements...  Infrastructure established to conduct video postponements  Processes and procedures established to optimally conduct video postponements  The regulatory framework Criminal Procedure Act (CPA) amendment  Recommendations on the feasibility for national roll-out presented  Specified number of facilities equipped  Standard operating procedures available and personnel trained  Amended CPA available  Roll out report available and approved DOJCD, SAPS, NPA, DCS,  Reduction in escapees due to exclusion of transportation of ATDs  Reduction in transportation cost for ATDs  Increase in number of postponements dealt with per day ...  Records and Statistics  Record of staff and cost savings  Records of number of postponements and rate at which they are dealt with ... Consolidate & add Outcomes Add Indicators for each

PoA Refinement (Management Tool) Actions / Outputs IndicatorsDepartmentsOutcomes / Impact Indicators 3.3Implement the IJS Programme, including Implementation of video Postponements...  Infrastructure established to conduct video postponements  Processes and procedures established to optimally conduct video postponements  The regulatory framework Criminal Procedure Act (CPA) amendment  Recommendations on the feasibility for national roll-out presented  Specified number of facilities equipped  Standard operating procedures available and personnel trained  Amended CPA available  Roll out report available and approved DOJCD, SAPS, NPA, DCS,  Reduction in escapees due to exclusion of transportation of ATDs  Reduction in transportation cost for ATDs  Increase in number of postponements dealt with per day ...  Records and Statistics  Record of staff and cost savings  Records of number of postponements and rate at which they are dealt with ... ACTIONS / OUPUTS must make a contribution to achieving the desired OUTCOMES / IMPACT Budgeted Initiatives Desired Outcomes

CG Business Planning Framework 1Grant Profile 1.1Grant Goal 1.2Impact 1.3Grant Purpose (s) 1.4Outcomes Grant outcomesPerformance indicatorBaselineTarget 1.5Outputs Grant outputsPerformance indicatorBaselineTarget

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