PUBLIC SERVICE M&E LEARNING NETWORK

Results Based Management

NATIONAL TREASURY BUDGET COUNCIL14-15 MAY 2007

Michael Acres Principal Technical Advisor

Technical Assistance UnitNational Treasury

Presentation Structure

• Introduction

• RBM Concepts

• Examples of RBM in Practice

RBM –Some Critical Questions

• What work needs to be done to deliver on strategic necessities? / What is the contribution of the work being done towards strategic necessities?

• Can a shared understanding of service delivery be generated and how can progress be measured and reported?

• Who is responsible for what, how does one keep focus?

• How can interdependencies be managed?

Programme / Project Framework

Input OutputActivity OutcomeWho is

reached

What we useto do the

work

What wedo

What weproduce

Who Benefits

What outcomes & impact we

wish to achieve

Typical RBM Thinking

Results Based Logic Model

Impact –Final Outcome

IntermediateOutcome

IntermediateOutcome

ImmediateProgramme

Outcome

ImmediateProgramme

Outcome

Immediate

Outcome

IntermediateOutcome

Immediate

Outcome

OutputProject Output

Output

Project Output

Project Activities

Project Inputs

Logic ModelTheory of Change

Impact –Final Outcome

IntermediateOutcome

IntermediateOutcome

ImmediateProgramme

Outcome

ImmediateProgramme

Outcome

Immediate

Outcome

IntermediateOutcome

Immediate

Outcome

OutputProject Output

Output

Project Output

Project Activities

Project Inputs

Logic ModelLine of Sight

Impact –Final Outcome

IntermediateOutcome

IntermediateOutcome

ImmediateProgramme

Outcome

ImmediateProgramme

Outcome

Immediate

Outcome

IntermediateOutcome

Immediate

Outcome

OutputProject Output

Output

Project Output

Project Activities

Project Inputs

Logic ModelContribution & Attribution

Impact –Final Outcome

IntermediateOutcome

IntermediateOutcome

ImmediateProgramme

Outcome

ImmediateProgramme

Outcome

Immediate

Outcome

IntermediateOutcome

Immediate

Outcome

Project OutputProject Output

Project Output

Project Output

Project Activities

Project Inputs

RMBManagement Framework

Inputs

Activities

Outputs

Immediate Outcomes

Impact

Budget for these

Manage in orderto achieve these

(change inbehaviour)

(deliverables)

Intermediate Outcomes

Working for Water Programme

1.0m hectares IAPs cleared in 10 years32 000 jobs created annually“10 000” training days

Outcomes

Outputs

Activities

Inputs

Goal(Impacts)

Planning IAPs clearing Managing IAPs clearingConducting researchEtc, etc, etc……….

R5bn, “70” staff members, etc

Improved Ecological Integrity of Natural SystemEnhanced Water SecurityProductive Potential of Land improvedImproved biodiversity; Poverty reduction, etc

RMB LessonsPerformance & Indicators

Inputs

Activities

Outputs

Intermediate

Outcomes

Indicator

Indicator

Indicator

Indicator

IndicatorImpact

ImmediateOutcomes

Indicator

Example

Input

Activity

Output

Outcome

Goal –(Ultimate Impact)

Buy this

Changed Behavior Community feels safe in the city centre and normal

business and social activity returns to these areas

Reduction of crime in the identified hot spots

CCTV Crime monitoring system in city hot spot areas that records criminal activity and allows response units to be dispatched when criminal events are observed

Install CCTV system in crime hot spots with link to a control room and action response units

Control room, control system, cameras, radio networks, funds, response units, monitoring staff

RMB LessonsResponsibility Levels

Inputs

Activities

Outputs

Outcomes

Impact

Management Responsibility

ReportingResponsibility

RMB LessonsLogical Framework

Inputs

Activities

Outputs

Outcomes

Impact Assumptions

Assumptions

Assumptions

Assumptions

AssumptionsIF, THEN

&

IF, THEN

IF, THEN

IF, THEN

IF, THEN

&

&

&

Summary

• There should be a theory of change / contribution / attribution defined in the logic model.

• There is a hierarchical relationship between outputs and outcomes.

• Outputs can be bought.• Outcomes require a change of behaviour / must

be managed.• Each level of this logic can and must be

measured.• Measurements used for management and

reporting.• Indicators are not the same up and down the

hierarchy.

Summary

• Must be used from the beginning of the strategic process.

• Best if all initiatives – recurring and developmental use the same framework.

• Indicators - Less is More.• Simplification & standardization of

terminology.• Direct link to budget processes.

RBM in theSouth African Context

• Enhancements to Governments Programme of Action – Justice & Crime Prevention Cluster.

• Conditional Grants.

PoA Refinement(Management Tool)

Actions Departments

3.3 Implement the IJS Programme, including Implementation of video Postponements . . . Infrastructure established to conduct video postponementsProcesses and procedures established to optimally conduct video postponementsThe regulatory framework Criminal Procedure Act (CPA) amendmentRecommendations on the feasibility for national roll-out presented

DOJCD, SAPS, NPA, DCS,

Actions Departments

3.3 Implement the Integrated Justice System Programme, including Implementation of video Postponements, Revitalise the Justice College and Implementation of Inmate Tracking systems

DOJCD, SAPS, NPA, DCS,

Infrastructure established to conduct video postponementsProcesses and procedures established to optimally conduct video postponementsThe regulatory framework Criminal Procedure Act (CPA) amendmentRecommendations on the feasibility for national roll-out presented

Consolidation of all actions and sub actions

PoA Refinement(Management Tool)

Actions /Outputs

Indicators Departments Outcomes / Impact

Indicators

3.3 Implement the IJS Programme, including Implementation of video Postponements . . . Infrastructure established to conduct video postponements

Processes and procedures established to optimally conduct video postponements

The regulatory framework Criminal Procedure Act (CPA) amendmentRecommendations on the feasibility for national roll-out presented

Specified number of facilities equippedStandard operating procedures available and personnel trainedAmended CPA available

Roll out report available and approved

DOJCD, SAPS, NPA, DCS,

Reduction in escapees due to exclusion of transportation of ATDsReduction in transportation cost for ATDsIncrease in number of postponements dealt with per day

. . .

Records and Statistics

Record of staff and cost savings

Records of number of postponements and rate at which they are dealt with. . .

Consolidate &add Outcomes

Add Indicators for each

PoA Refinement(Management Tool)

Actions /Outputs

Indicators Departments Outcomes / Impact

Indicators

3.3 Implement the IJS Programme, including Implementation of video Postponements . . . Infrastructure established to conduct video postponements

Processes and procedures established to optimally conduct video postponements

The regulatory framework Criminal Procedure Act (CPA) amendmentRecommendations on the feasibility for national roll-out presented

Specified number of facilities equippedStandard operating procedures available and personnel trainedAmended CPA available

Roll out report available and approved

DOJCD, SAPS, NPA, DCS,

Reduction in escapees due to exclusion of transportation of ATDsReduction in transportation cost for ATDsIncrease in number of postponements dealt with per day

. . .

Records and Statistics

Record of staff and cost savings

Records of number of postponements and rate at which they are dealt with. . .

ACTIONS / OUPUTSmust make a contribution to achieving the desired

OUTCOMES / IMPACT

Budgeted Initiatives Desired Outcomes

CG BusinessPlanning Framework

1 Grant Profile      

1.1 Grant Goal      

1.2 Impact      

1.3 Grant Purpose (s)      

1.4 Outcomes      

  Grant outcomes Performance indicator Baseline Target

        

        

        

1.5 Outputs      

  Grant outputs Performance indicator Baseline Target

        

        

        

Thank You