Embed Size (px)
Citation preview
COP RBM: A QUICK INTROBULGARIA, SOFIA 3-5 JUNE 2014
1
• New Zealand: Getting Better at Managing for Outcomes and Getting Better at Managing for Shared Outcomes
• Treasure Board of Canada: The Managing for Results Self-Assessment Tool
• World Bank: CAP-Scan Managing for Development Results Capacity Scan
• Asian Development Bank: Readiness Assessment Tool - Implementing a Results Focus in Organizations
• EIPA: CAF• Palladium: Balanced
Scorecard Hall of Fame award for Executing Strategy
• Established in 2009 by a group of European Social Fund‘s Managing Authorities and associated partners, with support of European Commission.
• They wanted to find a better way how to manage public funds like ESF/ERDF
• The network developed the „Results Based Management System Plus“ based on reviews of existing frameworks, scientific research and own experience: In principle, RBM+ deals adequately with all these major
frameworks: no need to use and reconcile these yourself anymore
The Community of Practice on Results Based Management
• Today we represent 8 countries with 12 core partners as well as a variety of associate partners
• Its longer term vision focuses on using ESF/ERDF as leverage to improve the functioning of the public service in general
• New Zealand: Getting Better at Managing for Outcomes and Getting Better at Managing for Shared Outcomes
• Treasure Board of Canada: The Managing for Results Self-Assessment Tool
• World Bank: CAP-Scan Managing for Development Results Capacity Scan
• Asian Development Bank: Readiness Assessment Tool - Implementing a Results Focus in Organizations
• EIPA: CAF• Palladium: Balanced
Scorecard Hall of Fame award for Executing Strategy
• Established in 2009 by a group of European Social Fund‘s Managing Authorities and associated partners, with support of European Commission.
• They wanted to find a better way how to manage public funds like ESF/ERDF
• The network developed the „Results Based Management System Plus“ based on reviews of existing frameworks, scientific research and own experience: In principle, RBM+ deals adequately with all these major
frameworks: no need to use and reconcile these yourself anymore
• Today we represent 8 countries with 12 core partners as well as a variety of associate partners
• Its longer term vision focuses on using ESF/ERDF as leverage to improve the functioning of the public service in general
The Community of Practice on Results Based Management
See www.coprbm.eu for more!
Become an associate partner and gain access to
more resources!
COP RBM focus
4
Corporate strategy for a diversified conglomerate
National/regional/local policy
Education
Transport
Health
Judiciary
...
Sectors Macro-economic
policy
Balanced budget
Sound fiscal policy
InfrastructureLevel playing
field (competition)
…
Busi-ness
1
Busi-ness
2
Busi-ness
3
• Growth strategy = what new business• Portfolio management = where to
invest / divest in existing businesses?• Parenting = how to coordinate and share
resources between businesses?
Businesses, organisations, agencies and their performance in delivering services
= COP RBM focus
Functioning of democracy
Separationof powers
Rule of law…
Budget allocation
(performance budgeting)
COP RBM longer term vision• The network partners have ignited an energetic movement of reform throughout the
European Structural Funds. Fund leadership and their staff are focused on key organizational and societal outcomes. They are also highly attuned to their external environment, aware of emerging threats and opportunities and ready to act upon these swiftly.
• There is a common understanding that change primarily takes root when it involves broad sets of actors engaged together in designing and implementing locally relevant solutions to locally perceived problems, in the public service and in society in general. Collaboration, inviting feed-back, using information purposefully, deliberation, respecting diversity and taking responsibility constitute the core of Fund management. This is reinforced actively at all levels by a highly committed leadership.
• Leading by example, the Funds are actively engaged in stimulating more widespread reform of the public service throughout Europe, at all levels, including the European one. They are acknowledged as centres of excellence in this field.
• Due to this effort, the public sector matches the capacity of the private and non-governmental sectors to perform, innovate and change. It is seen by citizens as being responsive, pro-active and supportive. It is government “with” citizens rather than “for” citizens, therefore strengthening their resilience.
5
COP RBM strategy
6
ESIForg.
ESIForg.
ESIForg.
ESIForg.
COPCoor-
dination
Otherpublicactors
Otherpublicactors
Otherpublicactors
Otherpublicactors
Citizens(incl. entre-preneurs)
EU
ESIF entities need to lead by example, which includes taking up proper processes to facilitate meaningful public reform elsewhere
CULTURALANTROPOLOGY
SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY
SYSTEMS THINKINGAPPROACH
ECON-OMICS
Biology/ ecology
• System and sub-systems in a hierarchy
• Interactions give rise to emergent properties
• Interactions define boundaries with wider systems
• Wider systems represent the environment
• Systems must develop productive relations with their environment
• Resilience of systems
Control engineering
(quality)
• Negative feed-back: dampening divergence of behaviour from a goal
• Positive feed-back: amplifying deviation from a goal (for better or worse)
• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty
• Requisite variety
Complexity theory
• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency
RBM Tools
7
Rational choice theory
NPM approach
RBM »plus »
Behavioral economics
Institutional/ evolutionary economics
• Routines (collective), habits (individual), rules norms
• Power• Biases
CULTURALANTROPOLOGY
SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY
SYSTEMS THINKINGAPPROACH
ECON-OMICS
Biology/ ecology
• System and sub-systems in a hierarchy
• Interactions give rise to emergent properties
• Interactions define boundaries with wider systems
• Wider systems represent the environment
• Systems must develop productive relations with their environment
• Resilience of systems
Control engineering
(quality)
• Negative feed-back: dampening divergence of behaviour from a goal
• Positive feed-back: amplifying deviation from a goal (for better or worse)
• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty
• Requisite variety
Complexity theory
• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency
RBM Tools
8
Rational choice theory
Behavioral economics
NPM approach
Institutional/ evolutionary economics
RBM »plus »
• Routines (collective), habits (individual), rules norms
• Power• Biases
Different concepts of accountability
• “honest and fair”: traditional view dating back to Weberian bureaucracy focus is on preventing distortion, bias, abuse of office
and inequityproper discharge of duties in terms of procedures
AND substance is of prime importance:• “how the job gets done” rather than just “getting the job
done with the least possible input”
emanations: • process controls (rather than output)• words like transparency, prevention and detection of fraud,
compliance with rules, etc. fit here
9
Accountability for what?
Different concepts of accountability
• “lean and purposeful”: This view rises with New Public Management match narrowly defined tasks and circumstances with resources
(time and money) as tightly as possible, cutting any slack it is very important to have “checkable” objectives that are not
overlapping hence the focus on outputs, ideally to be provided by
independent departments emanations:
• words like effectiveness, efficiency, impact, value for money, achieving targets
• approaches like payment by results, just in time delivery and zero based budgeting
11
Accountability for what?
12
Different concepts of accountability
• “robust, resilient, adaptive”: „post – NPM“ redirection of attention to complex
nature of society focus is on being able to withstand shocks, to keep
operating even under the most dire circumstances and to adapt rapidly in a crisis
emanations:• back-up systems, maintaining adequate diversity to avoid
widespread common failure (including in the social sense e.g. avoiding groupthink) and building in safety margins (e.g. in planning work or using materials)
• words like diversity, empowerment, sustainability etc.
13
Accountability for what?
14
Hood (1991)
For info
What happens if we do not find a balance?
16
Private sector examples of overemphasising lean and purposeful (facilitated by public policy) with wider repercussions
New Synthesis approach
• Public management is a balancing act: in terms of
performance:• “traditional” results
(outputs, outcomes)• civic results
in terms of the use of power:
• government• collective
• …underpinned by the three notions of accountability
J. Bourgon, A new synthesis for public administration
Honest and fair
Lean and purposeful
Robust, resilient,..
Performance and accountability are two
faces of the same coin!
27
capacity for organisational performance to deal with reasonably predictable
(in/frequent) demands, that may exhibit great variation
capacity for innovation to deal with a range of as yet uncertain but
plausible demands
capacity to adapt in order to be able to
respond as quickly as possible to anything as
yet unforeseeable
capacity to comply to ensure fairness
LEAN AND PURPOSEFUL
HONEST AND FAIR
ROBUST, RESILIENT, ADAPTIVE
Results Based Management
• an organization should be ready to respond to changes in circumstances or performance and alter one’s approach if necessary, which requires… an analytical and performance-oriented approach to
understanding what to do; a view of performance that is centred on beneficiary level
outcomes; only thereafter moving toward identifying what resources,
actions and outputs are necessary to get there; a need for information about the subject and a capacity to
collect, process and analyse this information over time; a mechanism by which policy, planning and decision-making
can be influenced by performance information.
Source: REVIEW: RESULTS BASED MANAGEMENT IN DEVELOPMENT COOPERATION by the Riksbankens Jubileumsfond synthesised in the COP RBM Sourcebook ch. 3.3
Demand orientation
Focus on the system as a whole
Six core RBM practices
• 1. Orientation of the organisation is clear• 2. The organisational strategy is reflected in a
strategic results framework• 3. The strategy is translated into operations• 4. Performance information is collected and
supplied• 5. Performance information is used• 6. External stakeholders are involved in all
aspects
29
30
We have tools and approaches for all these steps
But where to start?
Where are the opportunities?
What can be meaningful next steps?
31
Vision, strategy and operations
• When current operations are a struggle, with a great deal of pressure, …
• … then vision/strategy becomes a vision/strategy of survival: fighting fires everyday, maintaining basic services!
• This reaffirms the importance of a deep understanding of your current operations before anyhting else:• if daily work life is a struggle for survival…
• …then senior managers coming along with wonderful statements about vision, mission and values are bound to be seen as coming from another planet
• we call it the Mr Spock (‘live long and prosper’) syndrome
32
Toyota Production System for services = Vanguard approach
RBM “plus” is about management innovation
Stages in adoption
1. Knowledge: requires… Awareness of the innovation
• Trigger to get two other kinds of knowledge
How and why it works• Influences attitudes
How to use it correctly• Critical for trials and hence for complex innovations
2. Persuasion: requires… Social reinforcement of others, particularly close peers
subjective assessments (more than experts, science) Perceived characteristics
3. Decision: requires… Possibility to try innovation in own situation
Online training
Standard 3 day seminars
Action learning (by
doing)engagements
• Innovators - These are people who want to be the first to try the innovation. They are venturesome and interested in new ideas. These people are very willing to take risks, and are often the first to develop new ideas. Very little, if anything, needs to be done to appeal to this population. They can bring in the new ideas first, but they are rarely widely respected leaders but tend to be “technicians” who have complex technical knowledge.
• Early Adopters - These are people who represent opinion leaders. They enjoy leadership roles, and embrace change opportunities. They are already aware of the need to change and so are very comfortable adopting new ideas. Strategies to appeal to this population include how-to manuals/trainings and information sheets on implementation. They do not need information to convince them to change. THEY reduce uncertainty for others.
Social reinforcementdynamic
YOUIPA, OPAC, COP RBM…
What parts of the RBM+ system to focus on?
• Relative advantage: Prevention (averting unwanted futures) less quick to be adopted than
when need is acute and benefits are therefore quick Includes also social status aspect for innovators and early adopters
• Compatibility: With existing values, past experiences, needs of adopters
• Complexity: Difficulty of understanding and using
• Trialability: Can it be piloted on a limited basis? Very important for early adopters!
Very important for complex innovations!• Observability:
Degree to which results are visible to othersStart with
“TPS for services”
• Ever heard the term “learning organisations”?
37
Peter Michael Senge is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition 2006). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute. In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years. For this work, he was named by Journal of Business Strategy as the 'Strategist of the Century'. They further said that he was one of a very few people who 'had the greatest impact on the way we conduct business today'.
“All real change is grounded in new ways
of thinking and perceiving” *
* P. Senge, The necessary revolution, p.10
• This is NOT just some technical seminar, where you get to learn some tools and techniques (well, you also get those)
• It is also about LEADERSHIP!
38
YOU
• This is NOT just some technical seminar, where you get to learn some tools and techniques (well, you also get those)
• It is also about LEADERSHIP!
39
YOU
• We want you to reflect critically during the engagement…Does what you are being told make any sense, in
your context, at this time…Does the way it is being brought to you make any
sense…
• We want you to EXPRESS these concerns so we can also understand better what does and does not make sense
• We need to be aware there are cultural differences at play that, if unrecognised, can seriously hamper learning from each other
40
41
Belgium
Great Britain 35 35 89 66
The masculinity side represents a preference
for achievement, heroism, assertiveness and material reward for
success. Society at large is more competitive. Its
opposite, femininity, stands for a preference
for cooperation, modesty, caring for the weak and quality of life.
Society at large is more consensus-
oriented.
Power distance expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. Societies exhibiting a large degree of power distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low power distance, people strive to equalise the distribution of power and demand justification for inequalities of power.
„The uncertainty avoidance dimension expresses the degree
to which the members of a society feel uncomfortable with
uncertainty (the fact that the future can never be known) and
ambiguity: should we try to control the future or just let it happen? Strong UA = more rigid codes of belief and
behaviour and more intolerant of unorthodox behaviour and
ideas. Weak UA = a more relaxed attitude in which practice
counts more than principles.
„Individualism is a preference for a loosely-knit social framework in
which individuals are expected to take care of themselves and their
immediate families only. Its opposite, Collectivism,
represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after
them in exchange for unquestioning loyalty. This is
reflected in whether people’s self-image is defined in terms of “I” or
“we.”
Bulgaria 70 85 30 40
http://geert-hofstede.com/bulgaria.html
