Introduction to Results-based Management Concepts Material of the Technical Assistance Unit (TAU)

The Essentials of Results Based Management (RBM) This presentation sets out the essential concepts of RBM The intention is to provide a brief history and overview of this approach that is the foundational concept behind governments approach to the performance and delivery agreements 1

2 International experience  The adoption of RBM is not unique to South Africa  it is widely used internationally  RBM is recognised as a useful approach in developed countries as well as developing countries  RBM thinking underpins the approaches of multilateral organisations such as the World Bank, development agencies and the international donor community Relevance of RBM

Delivery Reform History 3 Budget Reform (PFMA & MFMA) RDP GEAR Government- wide Monitoring and Evaluation Framework Framework for Managing Programme Performance Information South African Statistics Quality Assurance Framework 12 Priority Outcomes of government Performance and Delivery Agreements Framework for Strategic and Annual Performance Plans

The Links Between 4 Delivery Reform Results Based Management

In RBM the question shifts from What are we doing? What are we achieving? 5

In RBM the question shifts from What are we doing? What are we achieving? 6

This presentation covers… What is Results Based Management? The basic elements of RBM The Logic Model: its structure and elements Performance Indicators and measurement The Logframe 7

Facets of Results Based Management Framework to track progress and demonstrate the impact of a given project, programme, or policy Moves beyond an emphasis on inputs and outputs to a greater focus on outcomes and impacts A key methodology used in the public service Extends the focus to the measurement of intended results Can be effectively used in the strategic planning process 8

9 Activities, Outputs and Outcomes are the building blocks of Results Based Management Describes a collection of functions (actions, jobs, tasks) that consume inputs/resources required to produce outputs The direct products and services generated through processes or activities. The effects, benefits or consequences that occur (either in the short, intermediate, or long-term) due to the produced outputs Every programme undertakes activities that produce outputs that contribute to the achievement of outcomes.

10 Activities are “what we do” Conduct research Publish documents Provide advice Contract for services Respond to enquiries Draft the business plan Organize Committee meetings Organize Committee travel A collection of functions (actions, jobs, tasks) that consume inputs/ resources required to produce outputs. Activities contain verbs Examples of Activities Build houses Produce passports Teach learners Develop curricula Design management information system

11 Outputs are “what we produce or deliver” New housing estate Inner-city CCTV security system A staffed and operating rural clinic A training programme for matric mathematics teachers New community stadium Corporate Performance Measurement System Victim empowerment policy New power station Child support grant Vehicle licensing and registration service The direct products and services generated through processes or activities Outputs contain nouns Examples of Outputs:

Outcomes are “what we wish to achieve” A secure work environment Electronic accessibility and equality Sound management practices (accountability and reporting framework, people management, internal communications, technology support) Reduced crime levels in the inner city Representative workforce Healthy industrial activity Healthy community The effects, benefits or consequences that occur (either in the short, intermediate, or long-term) due to the delivery of outputs 12 Outcomes refer to a changed state of being and are stated in the present tense Examples of Outcomes

13 How do activities, outputs and outcomes link? Single Results ChainResults Hierarchy Outcome Output Activity Input

14 OUTCOMES OUTPUTS INPUTS ACTIVITIES In RBM, the focus shifts to include the outcomes Previous focus New focus What we use to do the work What we do What we produce or deliver What we wish to achieve

15 ULTIMATE OUTCOME INTERMEDIATE OUTCOMES OUTPUTS ACTIVITIES There can be up to three levels of outcome, each leading to the next INPUTS IMMEDIATE OUTCOMES

16 FINAL OUTCOME INTERMEDIATE OUTCOMES OUTPUTS ACTIVITIES The Logic is dependent on assumptions being met INPUTS IMMEDIATE OUTCOMES assumptions hold If are provided and are carried out and are produced and are achieved and then

17 FINAL OUTCOME INTERMEDIATE OUTCOMES OUTPUTS ACTIVITIES Plan, budget, implement and monitor Manage towards achieving these results It is possible to budget for outputs, but not for outcomes INPUTS IMMEDIATE OUTCOMES Contribution towards outcomes Responsibility for execution

18 The line of sight indicates how a lower level element contributes to the Final Outcome Inputs Activities Outputs Intermediate outcomes Immediate outcomes Final outcome

Install CCTV system in crime hot spots with link to a control room and action response units Final Outcome Intermediate Outcome Immediate Outcome Outputs Activities Inputs CCTV Crime monitoring system in city hot spot areas that records criminal activity & allows response units to be dispatched when criminal events are observed Muggers stop illegal activities in hot spot areas covered by cameras Crime in the identified hot spots is reduced Community feels safe in the city centre and normal business and social activity returns to these areas Control room Radio networks FundsResponse Units Monitoring staff Control system Cameras An Inner-city CCTV system as an example 19

A departmental level logic Model – Correctional Services There is enhanced public safety and reduced reoffending There are safe conditions for the public Offenders are reintegrated into their communities Offenders are rehabilitated in Correctional Centres Inmates are held in safe, secure and humane custody Staff and service providers have safe and healthy conditions Offenders enjoy well-being and are able to function socially Offenders are healthy Offenders enjoy spiritual and moral development Offending behaviour is corrected Offenders are literate, educated, skilled and have competencies Offenders enjoy balanced lifestyles through sport, recreation, arts and culture Persons under community corrections (including those on parole) are accepted back into communities Offenders are prepared for productive, law-abiding lives in their communities Final Outcome Intermediate Outcomes Immediate Outcomes 20

Offenders are literate, educated, skilled and have competencies Pre- ABET/Literacy tuition ABET programmes Job opportunities and training Entrepreneurial skills training Occupational skills training Vocational training Agricultural skills programmes Computer based training programmes Higher Education and Training programmes FET programmes Day to day maintenance projects Facilities projects involving DCS resources Equipment repair projects The outputs and the expected immediate outcome 21

The Logic Model as a framework to understand Performance 22

23 ULTIMATE OUTCOME INTERMEDIATE OUTCOMES OUTPUTS ACTIVITIES All levels of the Logic Model should be measured INPUTS IMMEDIATE OUTCOMES Indicators

24 Single event binary indicators: when the output is produced or outcome achieved or not, and the answer is either “yes” or “no” There are three major kinds of indicators in RBM Trend indicators: when the indicator – usually a quantity - should be measured repeatedly every month, quarter or year, and achievement trends can easily be seen Process indicators: when the expected output is produced through a series of different smaller steps, and each step is either achieved or not

Indicators 25 What should be measured Over what time period In what units, By who, How frequently Indicator definition The first or historical measurement of an indicator Used for setting performance target Indicator Baselines The score we would like to achieve Time bound Achievable Indicator Targets Actual score Measured periodically Trends Indicator Measures

Baselines, Targets and Measures are all expressed in the same units 26

The RBM elements can all be expressed in tabular form in a Logical Framework 27

RBM focuses on the consequences of delivering services and products; –Answers the ‘so what?’ question. The Logic Model; –Sets out the theory of change. –A way to visualize the hierarchy of endeavour. The Logic Model; –Provides a framework for measurements that are required to assess performance and achievement of results. Evidence must be used to test the logic. Summary 28

RBM focuses on the consequences of delivering services and products; –Answers the ‘so what?’ question. The Logic Model; –Sets out the theory of change. –A way to visualize the hierarchy of endeavour. The Logic Model; –Provides a framework for measurements that are required to assess performance and achievement of results. Evidence must be used to test the logic. Summary 29