1. Results orientation: what to remember Benedict Wauters Deputy director for strategy, innovation, evaluation and methodology Flanders ESF Agency COP RBM coordinator

2. The call for results! “Simplification of policy delivery, focus on results and increased use of conditionality are among the major hallmarks of the next set of programmes.” “The Commission and the Member States shall ensure the effectiveness of the CSF Funds, in particular through monitoring, reporting and evaluation” Proposed EC regulation for the new Structural Funds period 2

3. Two key messages Results orientation = needs orientation = stakeholder involvement = demand orientation Results orientation = asking what is your added value rather than just comply with regulations 3

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5. From needs to well-being BASICBASIC SOCIALSOCIAL Includes key needs of autonomy, mastery and relatedness, responsibility, independence, mastery, achievement NOTE: Maslow is useful as a categorisation system, less as a strict hierarchy as various needs can co-exist or higher level needs can take precedence over lower level ones, social relations 5 Involving those who should benefit is key! Involving those who should benefit is key!

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7. 7 Training Employment? Leads to SUPPLY ORIENTATION Satisfies NEED

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9. 9 What “needs” are being addressed with this “want”?

10. 10 Instead of: ACTIONS – OBJECTIVE – NEEDS Rather: NEEDS - OBJECTIVE – CONDITIONS TO ACHIEVE THE OBJECTIVE - ACTIONS

11. 11 ????? Employment? REQUIRES NEEDS CAN BE ADDRESSED THROUGH DEMAND ORIENTATION And/or…

12. 12 What “needs” are being addressed with this “want”? Assumptions?

13. ACTIVITIES OUTPUTS OUTCOMES IMPACT INPUTS Time 13 Is this realistic?

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15. OUTPUT OUTCOME INPUTS ACTIVITY INPUTS ACTIVITY INPUTS ACTIVITY INPUTS OUTPUT ACTIVITY OUTPUT OUTCOME 15

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17. However… Results based MANAGEMENT is not just about defining results of the programme These results will be (or will not be) achieved by project promotors So, what is the role of the programme management organisation (the technical assistance) e.g. the Managing Authority? How will it manage itself for results? 17

18. Programme management ORGANISATION strategy = strategy concerning added value of the Managing Authority etc. 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 funds! 18

19. 19 A strategy for added value implies a choice of focus rather than a futile attempt to be good at everything

20. Innovator strategy map vs enhancer 20

21. Innovator strategy map vs enhancer 21 Almost all objectives differ between the two maps!

22. Adding value as an ESF PMO To be results oriented it is not enough to comply with EC regulations Then we may just as well put the auditors in charge… 22

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24. Thank you! Contact: benedict.wauters@esf.vlaanderen.be benedict.wauters@esf.vlaanderen.be Website: www.coprbm.euwww.coprbm.eu 24