1. Today 9.30-10.30 PMO added value 10.30-10.45 discussions coffee 11.00-12.30 Output based subsidies 12.30-13.30 Lunch 13.30-15.00 Uses of performance information and final discussion We drop: project formulation and management with logframes / theory of change; how to fund innovation 1

2. The strategic management cycle What are you already doing AS an organisation? What do you want to do? How to get it? 2

3. Adding value as a PMO

4. PMO strategy = strategy concerning added value PMO strategy = technical assistance priority OP Priority 1 OP Priority 1 OP Priority 2 OP Priority 2 OP Priority 3 OP Priority 3 PMO strategy = technical assistance priority OP Priority 1 OP Priority 1 OP Priority 2 OP Priority 2 OP Priority 3 OP Priority 3 Added value by leveraging the technical assistance! 4

5. Adding value as an ESF PMO 1.Volume effects: ESF action 'adds' to existing action, either by supporting national action in general ('mirroring') or specific areas of national policy ('boosting'); 2.Scope effects: ESF action 'broadens' existing action by supporting groups or policy areas that would not otherwise receive support; 3.Role effects: ESF action supports local/regional innovations that are taken up at national level or national innovative actions that are then 'mainstreamed'; 4.Process effects: ESF action influences Member States administrations and organisations involved in the programmes.

6. Adding value as an ESF PMO 1.Volume effects: ESF action 'adds' to existing action, either by supporting national action in general ('mirroring') or specific areas of national policy ('boosting'); 2.Scope effects: ESF action 'broadens' existing action by supporting groups or policy areas that would not otherwise receive support; 3.Role effects: ESF action supports local/regional innovations that are taken up at national level or national innovative actions that are then 'mainstreamed'; 4.Process effects: ESF action influences Member States administrations and organisations involved in the programmes. Enhancer

7. Adding value as an ESF PMO 1.Volume effects: ESF action 'adds' to existing action, either by supporting national action in general ('mirroring') or specific areas of national policy ('boosting'); 2.Scope effects: ESF action 'broadens' existing action by supporting groups or policy areas that would not otherwise receive support; 3.Role effects: ESF action supports local/regional innovations that are taken up at national level or national innovative actions that are then 'mainstreamed'; 4.Process effects: ESF action influences Member States administrations and organisations involved in the programmes. Innovator

8. Adding value as an ESF PMO 1.Volume effects: ESF action 'adds' to existing action, either by supporting national action in general ('mirroring') or specific areas of national policy ('boosting'); 2.Scope effects: ESF action 'broadens' existing action by supporting groups or policy areas that would not otherwise receive support; 3.Role effects: ESF action supports local/regional innovations that are taken up at national level or national innovative actions that are then 'mainstreamed'; 4.Process effects: ESF action influences Member States administrations and organisations involved in the programmes. Solutions manager

9. Enhancer an enhancer supports delivery partners to produce (a higher volume) of already existing products/ services to satisfy existing constituent needs if it would be possible to finance particular established actions through non- EU funding would the burden be less? the entire transaction has to be taken into account from the point of view of the delivery partner: E.g. there may be very little administrative burden involved in using a national funding source, but this may also imply there is little support to prevent problems or to resolve them quickly when something does go wrong at any time of the transaction reliability and convenience are key (swift, dependable response if a problem arises and assistance is required; transactions that are easy, pleasant, quick, correct and when mistakes do happen, they are quickly rectified and compensated for) in order to keep the cost of the transaction as low as possible. The way the enhancing PMO supports delivery partners is therefore to be subject to continuous “enhancement”. ultimately constituent and high-level policy outcomes have to be realised, so the PMO stimulates (efficient) evaluation to ascertain whether delivery partners are in fact delivering the key idea is therefore the efficient financing of mature actions as well as their continuous improvement. 9

10. Innovator An innovator supports delivery and other partners and stakeholders to continuously (re)develop new products and services for new/current constituent needs and deploy them until they become stable and mainstream. These new products and services have intrinsic superiority over existing product/services, excelling in dimensions that end users care deeply about. The MA/IB innovator (possibly via a separate entity) takes charge of the innovation portfolio as well as management of service/product development. It does not have a hands-off approach to financing innovation but is actively keeping the innovation process on track. The key idea is to finance an innovation process that leads to developed and tested products/services to be replicated at a larger scale. 10

11. Systemic Innovation E.g. on the job learning (if never done before by a service provider) for newly identified context Service innovation E.g. replace training with on the job learning, which is not yet used by the service provider for same clients Target/context innovation E.g. deliver same training to new group of (adjacent) beneficiaries (for the service provider) Instrument innovation E.g. same training course but now with different content and /or teaching form (e.g. role plays) not yet used by the service provider for same clients Service New Existing New Existing needs, clients, context INNOVATOR: types of innovation

12. Solutions manager For a solutions manager the focus is NOT on specific products and services but on developing detailed knowledge concerning specific challenges (a limited number of) delivery partners are facing regarding their constituents and working closely with them to solve these challenges This entails supporting, through a portfolio of tailor-made actions, collaboration with other actors to integrate and customise a whole battery of products/services even crossing traditional policy domains (e.g. education, welfare, employment, economy,...) to better suit the needs of the constituents. The key idea here is to finance transformational processes that aim for sustainable change in what relevant actors are doing Although this may be deemed innovative in its own right, the idea here is NOT to develop and test replicable products/services for constituents (although this also may be necessary), as in the innovator orientation, but to fundamentally change the way actors work with each other to address a variety of issues and to ensure that this new dynamic will be sustainable (long lasting without need for sustained finance from Structural Funds).

13. Systemic Innovation E.g. on the job learning (if never done before by a service provider) for newly identified context Service innovation E.g. replace training with on the job learning, which is not yet used by the service provider for same clients Target/context innovation E.g. deliver same training to new group of (adjacent) beneficiaries (for the service provider) Instrument innovation E.g. same training course but now with different content and /or teaching form (e.g. role plays) not yet used by the service provider for same clients Service New Existing New Existing needs, clients, context INNOVATOR: types of innovation Solutions management is by definition a broader type of systemic innovation that involves, reconceptualising needs of citizens by many actors and coming up with a new, integrated way of interacting between these actors and citizens. This usually involves components that on their own could be new, but this does not have to be the case.

14. From narrow systemic innovation… Lack of affordable childcare New kind of child care provision where parents (newly conceptualised as having low capacity to pay) take up some of the work

15. …to broad systemic innovation New service

16. Adding value as an ESF PMO The processes, systems, people, culture, structure of the PMO are bound to be fundamentally different, depending on the value you want to add!

17. Innovator strategy map vs enhancer 17