results based management an organization should be ready to respond to changes in circumstances or...

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

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P erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

- N ew / renew edc o -o rd inatio n

H T MM T MN T M

- G uaranteeeffec tive p o lic yc ap ac ity- A ud it C ap ac ityinc reas ed

D

- D ys func tio nalauto no m y- C entrifugalagenc ies- S ub o p tial fo c us o nagenc y o utp uts , no to n p o lic y o utc o m es- C o ns id erab letrans ac tio n c o s ts- D is c o nnec teds ingle p o lic yc ap ac ities- P ervers io ns o fP M S : "G am ing" , . . .

C

(1)

P R O B LE M S O LU T IO N N E W S O LU T IO N

(2)

S O LU T IO N = P R O B LE M

(3)

N E W S O LU T IO N ?

-H : p urerec entralis atio nM : p rivate

m o no p o liesN : s ym b o lic p o lic y,

w eak netw o rks- A ud it-T s unam i- N ew p erfo rm anc etriggered R ed T ap e- Es tab lis h d is trus tw ithin the p ub lics ec to r

- R e-es tab lis h T rus t- R e-eq uilib rateT rus t andP erfo rm anc e- P erfo rm anc ego vernanc e- . . .

S O LU T IO N = P R O B LE M N E W P R O B LE M ?









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USE

EVIDENCE

USEPURPOSE AT CITIZEN LEVEL

EVIDENCE

USE

Purpose at citizen level

• CG: needs so kids can face society

• BW: purpose = outside in• FVM: purpose for what e.g.

handicapped care about

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Use of evidence NOT evidence THEN….use?

• CG: research supports probe - sense –respond• BW:

“study” the system, purpose derived measures, experiment

use not for boss but people themselves

• FVM: measure everything, to find things out (eg how much

time in the office), to agree what will be done (task level) within social control (not boss / system control) environment (performance / learn)

never stop wondering

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USE

EVIDENCE

USEPURPOSE AT CITIZEN LEVEL

EVIDENCE

USE

CHALLENGEASSUMPTIONS

Counterintuitive truths vs plausible

ideas

But…?

• The politicians…• The system (top-down ministerially imposed targets)…• The auditors…• Political instability…• OK, but:

CG: minister wanted to pull the plug, but strong support from stakeholders, started in strong NPM environment

BW: again strong NPM environment, what you need to report on is not what you need to manage, design cover your ass out of system

FVM: we do it all by ourselves –told minister later, work around laws /regulations if necessary, change them if possible

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The World Bank view-1• “…implies an emphasis on diagnostic approaches in

designing and implementing World Bank projects. Taking context and process seriously implies that Bank teams need to start with a degree of agnosticism on what works and what does not in a given client country. A structured diagnostic approach starting from a functional problem helps counter “strong priors about the nature of the problem and the appropriate fixes”.

• They use both comparative data, often using indicators (“how does this compare with what we know about what is going on elsewhere?”) and situation-specific information (“what is the specific constraint here and who agrees with this?”) to identify the most promising entry-points to reform in a specific context.”

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The World Bank view-2

• “implies an emphasis on flexible problem-solving. Traditional emphasis within the Bank on project design and approval in Investment Lending is now countered by the growing evidence that the implementation process matters crucially for results.

• If experimentation and learning-by-doing, as well as the reform process itself are increasingly seen to be key to success, the traditional distinction between “design” and “implementation” in World Bank projects gets blurred – and more flexible instruments are needed.”

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Source: Better results from public sector institutions. 2012. World Bank

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MICHAEL WOOLCOCK is Lead Social Development Specialist with the Development Research Group at the World bank, and a Lecturer in Public Policy at the John F. Kennedy School of Government at Harvard

• All of the cases are at the –frequently ignored- micro-level

• What about meso/macro?What is the role of these levels?Nature of interaction?

• We turn to experience from the US now

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