Introduction to Results-based Management Concepts

1. Introduction to Results-based Management Concepts Results-based Management (RBM) A results-based approach to public management Material of the Technical Assistance Unit (TAU)

2. 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

3. Relevance of RBM • 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 International experience

4. Delivery Reform History

5. The Links Between

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

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

8. This presentation covers… What is Results Based Management? The basic elements of RBM The Logic Model: itsstructure and elements Performance Indicators and measurement The Logframe

9. Facets of Results Based Management A key methodology used in the public service Extends the focus to the measurement of intended results 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 Can be effectively used in the strategic planning process

10. Activities, Outputs and Outcomes are the building blocks of Results Based Management Every programmeundertakesactivities that produceoutputs that contribute to the achievement ofoutcomes.

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

12. Outputs are “what we produce or deliver” The direct products and services generated through processes or activities • 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 Outputs contain nouns Examples of Outputs:

13. Outcomes are “what we wish to achieve” The effects, benefits or consequences that occur (either in the short, intermediate, or long-term) due to the delivery of outputs Outcomes refer to a changed state of being and are stated in the present tense Examples of Outcomes • 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

14. How do activities, outputs and outcomes link? Single Results Chain Results Hierarchy Outcome Output Activity Input

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

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

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

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

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

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

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

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

23. The Logic Model as a framework to understand Performance

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

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

26. Indicators

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

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

29. Summary • 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.

30. Summary • 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.