Dipendra Purush Dhakal dipendrapurush@gmail

1. Nepal Administrative Staff College for Army Officers, 11 Dec 2016 Managing for Results DipendraPurushDhakal dipendrapurush@gmail.com

2. Session Agenda • Managing for Results • Managing Public Sector Organizations: Emerging Trends • Process Orientation to Result Orientation: Issues and Challenges • Ways to Promote Result Orientation

3. Results measurable change in the condition as a result of intervention Results are understood: to go beyond management(systems, scorecards, metrics, reporting) should be dynamic and transformative, contribute to informed decision-making lead to continuous improvement and change.

4. Managing for Results It is a management strategy focused on achieving results. Translates the processes & inputs into desired results Provides accountability for the results Addresses the causes and effects of the problem How does it work? It works by monitoring progress towards SMART results Evaluation: Assessment and Reporting on performance

5. Three Levels of Results Positive and negative, primary and secondary long-term effects produced by a development intervention, directly or indirectly Impact Outcome The likely or achieved short-term and medium-term effects of an intervention’s outputs. Output The products and services which result from the completion of activities within a development intervention.

6. Results Chain Efficiency Effectiveness Inputs Activities Outputs Outcomes Impact Indicators Assumptions/Risks

7. SMART Results • Specific, Measurable, Achievable, Relevant, Time Bound Two major elements:

8. Causality Analysis Manifestations of problems Negative outcomes, unfulfilled rights Effects Causes Immediate causes Affecting individuals and households Underlying causes and capacity issues Policies, laws, budgets, service delivery, behaviors and practices, income Root causes Beliefs, attitudes, culture, traditions, natural resources, disasters, politics, economic systems, ideologies, conflict

9. Session Agenda • Managing for Results • Managing Public Sector Organizations: Emerging Trends • Process Orientation to Result Orientation: Issues and Challenges • Ways to Promote Result Orientation

10. Emerging Global Trends Centers of regional and global economic activity are shifting.Key parameters shaping economic policy for developed and emerging economies will change. Demands on public-sector spending are rising dramatically. Aging of populations and associated financial impacts. Consumers with new needs and behaviour are developing. Rising incomes will add almost a billion new consumers in ten years. Technology is transforming how we live and interact.ICT will make interactions more rapid, personalized, and electronic. Rising tides of people will be on the move.Greater migration of skilled and unskilled labor.

11. Emerging Global Trends Social tradeoffs of the free market come under scrutiny.Increased domination of social welfare and equity issues. Demand for natural resources impacting environment.Problems such as climate change require dramatic shifts in policy. Industry structures rapidly changing due to globalization.Productivity gains through private sector best practices vis-a-vis gov’t. Mgmt is adopting data-driven techniques and mindsets.Improved technology and tools have incepted new mgmt approaches. The economics of knowledge are changing. Successful organizations use new and more varied sources of knowledge.

12. Session Agenda • Managing for Results • Managing Public Sector Organizations: Emerging Trends • Process Orientation to Result Orientation: Issues and Challenges • Ways to Promote Result Orientation

13. Management Strategy

14. Challenges for Result Orientation Creating an Informed Workplace. Target setting corporate goals to individual goals. Engaging employees in decision making. Delegating authority to achieve set goals. Gearing towards change management. Honoring individual innovation and practices. Constructive feedback loops and appraisal systems. Incorporating ICT into core functions and planning.

15. Influencing factors for result orientation getting right things done within right time frame Thoughts: ways of thinking Feelings: emotional affection Behavior: way of conducting oneself Consistency: acting similarly in different situations Fulfilling people’s expectations Equal rights in the conduct of public affairs Guaranteed quality of services Self disciplined service provider Result not processes

16. Session Agenda • Managing for Results • Managing Public Sector Organizations: Emerging Trends • Process Orientation to Result Orientation: Issues and Challenges • Ways to Promote Result Orientation

17. Promoting Result Oriented Approach Government must be more productive.PSOs must reform to achieve effective strategic centers, fewer organizational layers, and more effective governance. A new relationship between Govt and Citizen.Put people at the heart of public services providing greater access, choice, personalization, and transparency of public services. Redrawing the landscape and boundaries of PSOs.Collaboration between Ministries, sectors, and countries is necessary. Transform data-based policymaking and mgmt practices.Long term planning, data-mining, and reliable information mgmt. Improving PSO’s ability to compete for quality recruitment.Aging population, shifts in economic activity, incentives to attract young talent

18. Thank you