1. Lesson 7: Performance Macerata, 3 December Alessandro Valenza, Director, t33 srl

2. Agenda  Definiton  Indicators  Multicriteria

3. Performance Performance might means that the project: -is able to spend all the financial resources; -meets the procedural deadlines; -achieved the target in terms of physical realization. Performance is evaluated in the on going/in itinere phase Performance evaluation is based on monitoring indicators

4. Physical monitoring Example of physical monitoring: Indicator (number of enterprises) Unit of Measurement TargetAchievement MicroN14291 SmallN133111 MediumN3921 Owner (women)N5040 Owner (<30y)N263 Start-upN543

5. Financial monitoring Example of financial monitoring: PriorityExpected expenditures Resources committed Expenditures Amount % % (a)(b)(b/a)(c)(c/a) P1133.4100.475.271.853.9

6. Procedural monitoring Most public activities have to follow a more or less rigid schedule in which the different steps are mandated and the deadlines fixed (i.e.). Procedural monitoring usually provides information about how project pipelines are progressing (where and when calls for tenders have been published, contracts have been awarded, …). Procedure Status Specificationsready Call published Contractawarded …… Final payment Expected Actual Expected Actual Expected Actual …… Expected Actual P1Open 08-08-10 14-08-1019-08-10 ……

7. Interview and performance The main source of information for performance evaluation is from the monitoring indicator (financial, procedural, physical) These indicators can be a warning about the situation of the project To understand why a project is not performing a deep understanding is needed Interview can be the more appropriate tool to investigate the reasons and to explain a performance Interview can also be a tool to discover possible solutions and remedies

8. Interview The interview technique is used to gather qualitative information and the opinions of those persons involved in a particular programme or project, its context, implementation, results and impact. Several forms of interview can be undertaken, each of which fulfils a different purpose: the informal conversation interview; the semi-structured, and the structured interview. In-depth interviews, for example, can help to:  Examine the views of actors,  Highlight change over time and identify good practices,  Obtain preliminary ideas from stakeholders.

9. Process Step 1: identify the objective Step 2: design the questionnaire Step 3: select the target Step 3: perform interview Step 4: Information analysis

10. STEP 1: objective of the interview Which information or data do I need? Are this information already available? In which form (numerical, ordinal, nominal)? Who can provide these information? Which modalities? telephone, video call, written, face to face, on line… Is it necessary to make a pilot test interview?

11. STEP 2: Design questionnaire StructuredGuidance basedSemi - structured List of questions with same text The interview is based on a set of instructions rather than pre-fixed list of questions It is a mix of the two (guidance based and Structured) The questions make possible the comparability The questions can be closed / open questions Fixed number of questions Normally, an interview is effective if it last less than an hour and half!

12. STEP 3: Select the target The actors to interview shall be: 1)Source of relevant information 2)Available It is necessary to know: Possible conflicts of interest. Potential cultural / linguistic obstacle the “political / hierarchical” positions in the organization The actors to interview can: Provide information and data Provide opinions and insights Validate and give a feedback

13. STEP 4: perform interview Some golden rules: a)Friendly but professional b)Understanding the context c)Drive and not be driven d)Timing e)Aware that the interview is a mutual exchange process f)Ask for examples and anecdotes g)Repeat sentence and make synthesis to make sure you understand clearly

14. STEP 5: validation and analysis Compare and focus Are there any issues which are more common? Are the positions similar or distant? How much different context and interest matter? Are there any common experiences? Do they know the “other” position? Validation Make a minute of the interview Send the minute to the interviewed Ask for feed back Fix a time for response (e.g. 5 days)

15. WORK OUT (1) In your group: prepare questionnaire (7 minutes) Split in interviewer and interviewed Change group and face to face interview (7 minutes) Draft interview (7 minutes) Feed back

16. WORK OUT (2) Prepare a questionnaire On the other project: Ask: -What the project is about -What is the policy – program, Cost, Main outcome/ Output -It is coherent, relevant, performing? Perform Ask the question Make the minute Give the minute to the interviewed See the feedback

17. See you www.t33.it a.valenza@t33.it