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Integrated Managing for Results

Managing for Results: USAID Nigeria & IPs

Day 1: Big PictureManaging for Results or Performance Management

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Integrated Managing for Results

Performance Management

The process of : Planning to monitor results Collecting and analyzing performance information to

track progress toward planned results Using performance information to influence program

decision making and resource allocation Communicating results achieved

Program and Project Management Workshop 3

Government Performance Government Performance and Results Act (GPRA) of and Results Act (GPRA) of 19931993

Intended to shift the focus of Government officials and managers from program inputs toward program execution — what results (outcomes & outputs) are being achieved, and how well programs are meeting expected objectivesREQUIRESREQUIRES

• Long-term goals• Annual performance targets• Annual reporting of actual performance

Program and Project Management Workshop 4

Government Performance Government Performance and Results Actand Results Act

Who is your customer?What do you do for the customer?How much do you do?What does it cost?

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DEFINITIONS: ADS +DEFINITIONS: ADS +Customer: Pg. 37Result: Pg. 45Intermediate Result: Pg. 40Outputs Pg. 42Input: Pg. 40Strategic Objective: Pg. 46Development Hypothesis Pg. 38Operating Unit: Pg. 42Bureau Planning Framework: Pg. 36Strategy Statement USAID RepresentativeProgram Components: Reference Doc. #3White Paper : Resource TableMission Performance Plan: USAID Representative

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Integrated Managing for Results

Managing for Results Achievement (ADS 203)

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Integrated Managing for Results

Levels of Results

Tactical Level (Inputs & Outputs)

Strategic Level(Results)

Activities

Sub-Intermediate Results

Intermediate Results

Strategic Objectives

USAID Goals

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Managing for ResultsManaging for ResultsResultsResults that USAID wants to achieveUSAID

implements programs programs & activitiesactivities

InformationInformation to assess & improve performance

GPRA&CoreValues & USG Priorities

Joint State & USAID

Strategic Plan

Program and Project Management Workshop 9

Agency Planning Agency Planning FrameworkFramework

A compendium of separate documents:“Policy Framework for Bilateral Foreign Aid” (The White Paper) and other USAID policies - how we workStrategic resource allocation model - where we work Program Components - what we do

Program and Project Management Workshop 10

State & USAID State & USAID PlanningPlanning

SOStrategic

GoalsPerformance

Goals

USAID Operating Unit Strategy Statement

Operating Units SOProgram Components

Joint State/USAID Agency Strategic Plan

Filter of Agency Framework, Bureau Frameworks, Technical Strategies and OU Strategy Statements

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Program ComponentsProgram ComponentsAre for reporting not planning purposesShould not drive strategy development Are not expected to serve as SOs or IRs

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Agency strategy on the Agency strategy on the Regional, Sectoral and Country Regional, Sectoral and Country

levelslevelsRegional Frameworks

Represent the Agency’s priorities To be updated every year

Sectoral StrategiesCountry Strategy Statement Operational Plan

Part of the Annual Report Includes resource requirements

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USG Worldwide StrategiesUSG Worldwide StrategiesUS National Security Strategy and International Affairs Strategic Plan US National Development Strategy (in development) Joint State & USAID Strategic Plan USAID Agency Planning FrameworkRegional and Pillar Bureau Strategic Frameworks

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The National Security Strategy of the United States of America: Sept. 2002Goals: Political and Economic FreedomPeaceful Relations with other StatesRespect for Human Dignity

Strategic Plan Fiscal Years 2004-2009: Aligning Diplomacy and Development Assistance: US Department of State and USAID Mission: Create a more secure, democratic, and prosperous world for the benefit of the American people and the international communityStrategic Objectives (SO) and Strategic Goals (SG) SO: Achieve peace and Security - SG: Regional Stability, Counter Terrorism, International Crime and Drugs, SO: Advance Sustainable Development and Global Interests – SG: Democracy and Human Rights, Economic Prosperity and Security, Social and Environmental Issues, Humanitarian Response,SO: Promote International Understanding – SG: Public Diplomacy and Public Affairs,

White Paper: U.S. Foreign Aid: Meeting the Challenges of the Twenty-first Century, January 2004Core Operational Goals:Promoting transformational developmentStrengthening fragile statesHumanitarian responseSupport for strategic statesGlobal/transnational issues and other special concerns

DRAFT ANE Bureau Planning FrameworkWhite Paper Typology:Transformational developmentFragile stateStrategic stateTechnical Analysis:Economic Growth and AgricultureEnergy and EnvironmentPopulation and HealthDemocracy and GovernanceEducationCross-cutting themes: governance, anticorruption, gender, youth, information and communication technology

Mission Performance Plan FY 2006: U.S. Mission to Bangladesh 9/30/2004Strategic Goal Paper No. 1: Democratic Systems and PracticesStrategic Goal: Democracy and Human RightsStrategic Goal Paper No. 4: Economic Growth and DevelopmentStrategic Goal: Economic Prosperity and SecurityStrategic Goal Paper No. 5: Global HealthStrategic Goal: Social and Environmental IssuesStrategy Goal Paper No. 8: Disaster Prevention/Response via capacity buildingStrategic Goal: Humanitarian Response

CONCEPTUAL MAP:

US LINKAGES

USAID/Bangladesh Strategic Plan FY 2000 – FY 2005SO1: FERTILITY REDUCED AND IMPROVED FAMILY HEALTHSO5: GROWTH OF AGRIBUSINESS AND SMALL BUSINESS (SO 5)SO6: IMPROVED MANAGEMENT OF OPEN WATER AND TROPICAL FOREST RESOURCESSO7: IMPROVED PERFORMANCE OF THE ENERGY SECTORSO8: IMPROVED FOOD SECURITY FOR VULNERABLE GROUPS SO9: STRENGTHENED INSTITUTIONS OF DEMOCRACYSO10: IMPROVED PERFORMANCE AT EARLY CHILDHOOD AND PRIMARY EDUCATION LEVEL

Program and Project Management Workshop 15

Task 1: 45 Minutes Big PictureTask 1: 45 Minutes Big PictureSelect a group Facilitator and a PresenterReview the Big Picture material presented for questions and answersIdentify up to 5 questions the group can’t answer (if any)List those questions on a flip chart for presentation in plenary

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Integrated Managing for Results

The Portfolio Review

A systematic analysis of the progress of an SO Focuses on strategic and operational issues to determine whether

USAID-supported activities are leading to the results outlined in the approved results framework

Led by the Operating Unit Brings together various perspectives and points of view Leads to management decisions Should consider a set of issues that are prescribed in the ADS (See

ADS 203.3.7.1 Pg. 30)

Mandatory: Operating Units must conduct at least one portfolio review each year that covers all activities included in their strategic, special and program support objectives

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Portfolio reviews examine…Portfolio reviews examine…Past year’s progress and expectations for future progressEvidence that activities contribute to resultsAdequacy of inputs for producing planned outputsAdequacy of the performance indicators selected in the PMP

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Portfolio reviews examine…Portfolio reviews examine…Status and timeliness of input mobilizationProgress on the Annual Procurement PlanStatus of critical assumptions and causal relationships

Program and Project Management Workshop 19

Portfolio reviews Portfolio reviews examine…examine…

Status of cross-cutting themes and/or synergies between Strategic ObjectivesStatus of related partner effortsStatus of the Operating Unit's Management Agreement and the need for any changes to the approved Strategic Plan

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Portfolio reviews examine…Portfolio reviews examine…Pipeline levels and future resource requirementsSO Team effectiveness and adequacy of staffingVulnerability issues, related corrective efforts, and their costs

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Annual Report Performance Annual Report Performance AssessmentAssessment

Step 1: Designate Performance Indicators and Targets (ADS pg. 36)Step 2: Conduct Assessment of Target Achievement (ADS pg.37)

Expectation not met, met, exceeded

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Task 2: 1 hour Performance Task 2: 1 hour Performance AssessmentAssessmentReview targets (dotted trend line) and actual data (solid trend line) for each indicator by result. (pgs. 9 – 10) for the year 2000Decide whether the each result rated as “not met” “met” or “exceeded” expectations for that year.Use the following symbols in the box of each result in the Results Framework (pg. 5) to record your decision:

•Not met = minus sign (--)•Met = plus sign (+)•Exceeded = double plus sign (++)

Program and Project Management Workshop 23

Task 2: 1 hour Performance Task 2: 1 hour Performance Assessment…Assessment…Review the causal relationships: do the plusses and minuses indicate that the Intermediate Results cause the SO to be achieved?Consider these questions: Do you trust the data? Does the Development Hypothesis work?Record on a flip chart what decisions you might make, including decisions to evaluate your questions that arise.