results-based management in thailand
DESCRIPTION
Results-Based Management in Thailand. A Formative Evaluation for Inclusive Development. Team. Jeanne-Marie Col, Ph.D. City University of New York Marc Holzer, Ph.D. Rutgers University Paul Posner, Ph.D. George Mason University Marilyn Rubin, Ph.D. City University of New York. - PowerPoint PPT PresentationTRANSCRIPT
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Results-Based Management
in Thailand
Results-Based Management
in ThailandA Formative Evaluation for
Inclusive DevelopmentA Formative Evaluation for
Inclusive Development
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TeamTeam
• Jeanne-Marie Col, Ph.D. City University of New York
• Marc Holzer, Ph.D. Rutgers University
• Paul Posner, Ph.D. George Mason University
• Marilyn Rubin, Ph.D. City University of New York
• Jeanne-Marie Col, Ph.D. City University of New York
• Marc Holzer, Ph.D. Rutgers University
• Paul Posner, Ph.D. George Mason University
• Marilyn Rubin, Ph.D. City University of New York
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Results for whom?Results for whom?
• People of Thailand, especially those• who are under-served• who are under-resourced• who are remote from Bangkok• who are most vulnerable • whose voices are not yet loud nor heard
• People of Thailand, especially those• who are under-served• who are under-resourced• who are remote from Bangkok• who are most vulnerable • whose voices are not yet loud nor heard
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Which results?Which results?
• Better education and health• More jobs and businesses• More communication and linkage• Speed and quality of service delivery
(streamlining and efficiency)• Equal development throughout the
country by improving conditions and opportunities for those outside Bangkok (area-based results)
• Better education and health• More jobs and businesses• More communication and linkage• Speed and quality of service delivery
(streamlining and efficiency)• Equal development throughout the
country by improving conditions and opportunities for those outside Bangkok (area-based results)
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Reaching for Results:Family of Key Concepts
Reaching for Results:Family of Key Concepts
• Area-based development requires area-based management & coordination
• Results-based management (& budgeting)
• Performance management (& budgeting)• Managing for results (& budgeting)• Management “contracts” & leadership• Motivation & incentives (monetary and
non-monetary)
• Area-based development requires area-based management & coordination
• Results-based management (& budgeting)
• Performance management (& budgeting)• Managing for results (& budgeting)• Management “contracts” & leadership• Motivation & incentives (monetary and
non-monetary)
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Public Administrative Act (#5) B.E. 2545,
Section 3/1
Public Administrative Act (#5) B.E. 2545,
Section 3/1• Benefits that accrue to the Thai people• Results-oriented administration• Effective administration• Worthiness of government functions• De-layering of work processes (streamlining)• Abolishment of unnecessary agencies & functions• Decentralization of missions and resources to local
administrative units (de-concentration)• Empowerment in decision-making• Facilitation of and responsiveness to the needs of the people;
and• Accountability for endorsements
• Benefits that accrue to the Thai people• Results-oriented administration• Effective administration• Worthiness of government functions• De-layering of work processes (streamlining)• Abolishment of unnecessary agencies & functions• Decentralization of missions and resources to local
administrative units (de-concentration)• Empowerment in decision-making• Facilitation of and responsiveness to the needs of the people;
and• Accountability for endorsements
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Performance Improvement
Programming (PIP)
Performance Improvement
Programming (PIP)• Facilitating Factors• Expressed needs• Sustained leadership• Stakeholders
ownership• Focused planning• Small successes• People (training)• Recognition of
improvements and results
• Facilitating Factors• Expressed needs• Sustained leadership• Stakeholders
ownership• Focused planning• Small successes• People (training)• Recognition of
improvements and results
• Hindering Factors
• Resistance to change
• Technical difficulties
• Resources & skills• Negative
mentality
• Hindering Factors
• Resistance to change
• Technical difficulties
• Resources & skills• Negative
mentality
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The effective use of strategy and planning for area development
The effective use of strategy and planning for area development
• The Administrative Plan as a tool for area development
• Planning & budgeting as management tools
• Balanced Scorecard (themes)• De-concentration requires area-focused
leadership & management (CEO Governor)• All efforts focused on area-based
development (i.e., the provinces)
• The Administrative Plan as a tool for area development
• Planning & budgeting as management tools
• Balanced Scorecard (themes)• De-concentration requires area-focused
leadership & management (CEO Governor)• All efforts focused on area-based
development (i.e., the provinces)
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Balanced ScorecardBalanced Scorecard
• Adds focus to measurement• Standardizes key themes • 1. Effectiveness of missions (strategy)• 2. Efficiency of operations (costs)• 3. Quality of service (citizen-oriented)• 4. Organization development
(innovation)
• Adds focus to measurement• Standardizes key themes • 1. Effectiveness of missions (strategy)• 2. Efficiency of operations (costs)• 3. Quality of service (citizen-oriented)• 4. Organization development
(innovation)
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Strategy and Planning Cases
Strategy and Planning Cases
• Naga City: to excellence in 5 years• Revenue collection (resources)• Investment in people and systems• Strategic planning and operations
control • Improvement in services and
processes• Dramatic development increases
• Naga City: to excellence in 5 years• Revenue collection (resources)• Investment in people and systems• Strategic planning and operations
control • Improvement in services and
processes• Dramatic development increases
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Technical aspects of formulating key performance
indicators (KPIs)
Technical aspects of formulating key performance
indicators (KPIs)• Accountability for results (dilemmas) • Defining logic models or “results chains”
(outputs—intermediate outcomes—final outcomes)
• Achieving balanced measures • Defining benchmarks for targets • Focusing on the “vital few” measures • Developing information systems to support
results• Measuring emerging priorities and programs • Measuring longer term results
• Accountability for results (dilemmas) • Defining logic models or “results chains”
(outputs—intermediate outcomes—final outcomes)
• Achieving balanced measures • Defining benchmarks for targets • Focusing on the “vital few” measures • Developing information systems to support
results• Measuring emerging priorities and programs • Measuring longer term results
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Institutional requirements Institutional
requirements • Striking balance between central leadership and
agency ownership• Aligning performance reforms with other
management systems, including budget • Harmonization of indicators by focusing KPIs at
the provincial level• Strong leadership at provincial level• Synergy among sectors at provincial level• Information systems and decision-support
systems focused on provincial level• Use “clustering” to promote provincial
development
• Striking balance between central leadership and agency ownership
• Aligning performance reforms with other management systems, including budget
• Harmonization of indicators by focusing KPIs at the provincial level
• Strong leadership at provincial level• Synergy among sectors at provincial level• Information systems and decision-support
systems focused on provincial level• Use “clustering” to promote provincial
development
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Institutional Harmony and Tensions
Institutional Harmony and Tensions
• Development by expertise led by central departments with specialized staff and programs: one-size fits all blueprint for professional top-down operations
• Development by expertise led by central departments with specialized staff and programs: one-size fits all blueprint for professional top-down operations
• Area-based development led by provincial teams & CEO Governor, listening and sensitive to public needs and including public participation in planning, operations, evaluation and learning: leads to building capacity for continuous improvement dialogue
• Area-based development led by provincial teams & CEO Governor, listening and sensitive to public needs and including public participation in planning, operations, evaluation and learning: leads to building capacity for continuous improvement dialogue
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Action-Harmonization Mechanisms: Cases of
Catalysts
Action-Harmonization Mechanisms: Cases of
Catalysts• Economic Crisis (New Zealand)• Citizen-based benchmarks in Oregon• National performance review (US)• Next steps (UK)• Disasters leading to development (Japan)• World Bank/IMF conditionalities (Uganda)• Vision 20/20 (Malaysia)• Energize new participants for development:
more inclusive development (Thailand?)
• Economic Crisis (New Zealand)• Citizen-based benchmarks in Oregon• National performance review (US)• Next steps (UK)• Disasters leading to development (Japan)• World Bank/IMF conditionalities (Uganda)• Vision 20/20 (Malaysia)• Energize new participants for development:
more inclusive development (Thailand?)
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Inclusive DevelopmentInclusive Development
• Improve education and health• Add industries and jobs• NESDB: planning• BOB: resources and MOF proper financial mgt• OCSC: public service personnel: policy etc.• Departments: operations• Ministries: coordination• ? leadership for results: monitoring &
evaluation ?• Area-based development: villages, tambons,
districts, provinces: capacity & responsibility
• Improve education and health• Add industries and jobs• NESDB: planning• BOB: resources and MOF proper financial mgt• OCSC: public service personnel: policy etc.• Departments: operations• Ministries: coordination• ? leadership for results: monitoring &
evaluation ?• Area-based development: villages, tambons,
districts, provinces: capacity & responsibility
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Action-Harmonization mechanisms:
Managing change processes
Action-Harmonization mechanisms:
Managing change processes• Pacing the change process
• Maintaining parallel systems (new and old) during the transition process
• Encouraging inspired and committed implementation
• Recognizing and rewarding synergistic efforts: competition to show competence and attract development partners and investment
• Sharing accountability and responsibility• Maximizing IT: strategic management tool• Agenda, targets, reports: management tools• Transparency as a management tool
• Pacing the change process• Maintaining parallel systems (new and old) during
the transition process• Encouraging inspired and committed
implementation• Recognizing and rewarding synergistic efforts:
competition to show competence and attract development partners and investment
• Sharing accountability and responsibility• Maximizing IT: strategic management tool• Agenda, targets, reports: management tools• Transparency as a management tool
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The role of the CEO Governor in performance contracting
The role of the CEO Governor in performance contracting• Setting area priorities
• Managing area operations • Coordinating ministerial and
departmental activities, inputs• Measuring provincial results• Reflecting national priorities at
provincial level
• Setting area priorities• Managing area operations • Coordinating ministerial and
departmental activities, inputs• Measuring provincial results• Reflecting national priorities at
provincial level
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The role of the CEO Minister in
performance contracting
The role of the CEO Minister in
performance contracting• Contributing to area (provincial) priorities
• Sharing responsibility for area development• Contributing to provincial results• Supporting other ministries/departments in
the province• R&D for priority provincial issues• Accountability for contributing to provinces
• Contributing to area (provincial) priorities• Sharing responsibility for area development• Contributing to provincial results• Supporting other ministries/departments in
the province• R&D for priority provincial issues• Accountability for contributing to provinces
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CEO Leadership & Training
CEO Leadership & Training
• Uganda: Governor (CEO-style)• Managerial Grid: people and task• Coordination: “shared future”• Reaching cooperation• Supporting each other• Transparency of issues (no secrets)• Asking the people
• Uganda: Governor (CEO-style)• Managerial Grid: people and task• Coordination: “shared future”• Reaching cooperation• Supporting each other• Transparency of issues (no secrets)• Asking the people
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CEO Leadership CasesCEO Leadership Cases
• Bangladesh Power Authority• Results needed; wastage high• Negotiated with union• Set targets for each area office• Set incentives and discipline• Measure after three months• Dealing with laggards
• Bangladesh Power Authority• Results needed; wastage high• Negotiated with union• Set targets for each area office• Set incentives and discipline• Measure after three months• Dealing with laggards
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Capacity and LearningCapacity and Learning
• Working with performance indicators (KPIs) – expertise in-house
• Using information technology systems• Aggregating and Disaggregating data at
appropriate levels (especially provincial)• Conceptualizing cross-cutting issues• Linking strategies, results and intermediate
outcomes (results chains)• Learning from feedback from performance
systems• Benchmarking for using best practices
• Working with performance indicators (KPIs) – expertise in-house
• Using information technology systems• Aggregating and Disaggregating data at
appropriate levels (especially provincial)• Conceptualizing cross-cutting issues• Linking strategies, results and intermediate
outcomes (results chains)• Learning from feedback from performance
systems• Benchmarking for using best practices
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Capacity and Learning Cases
Capacity and Learning Cases
• Decentralization (as close as possible to the people)
• For strategic planning • For accountability• For feedback and continuous learning• Need systems and trained personnel• Close citizen-government relationship• e.g., local level innovation creates diffusion
of innovations among area governments
• Decentralization (as close as possible to the people)
• For strategic planning • For accountability• For feedback and continuous learning• Need systems and trained personnel• Close citizen-government relationship• e.g., local level innovation creates diffusion
of innovations among area governments
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Risks and Dysfunctional Behavior Patterns and their
mitigation
Risks and Dysfunctional Behavior Patterns and their
mitigation• Over-simplification (reductionism)• Too many measures (over-elaboration)• Confusing outputs and outcomes• Measurement by convenience• Losing the “big picture”• Bureaucratic routines distort results• Hiding behind bureaucratic intricacies• Resistance to change; stalling tactics
• Over-simplification (reductionism)• Too many measures (over-elaboration)• Confusing outputs and outcomes• Measurement by convenience• Losing the “big picture”• Bureaucratic routines distort results• Hiding behind bureaucratic intricacies• Resistance to change; stalling tactics
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Risks and Dysfunctional Behavior Cases
Risks and Dysfunctional Behavior Cases
• Buffalo garbage fiasco• Buffalo garbage fiasco
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Role of the People:Voice and Governance
Role of the People:Voice and Governance
• Strengthening Citizens’ Charters• Improving Citizen Surveys• Popular participation in advising, priority-
setting and decision-making• Community-based knowledge & wisdom• Community-based initiatives• Role of the Tambons• Putting the “balance” in the balanced
scorecard
• Strengthening Citizens’ Charters• Improving Citizen Surveys• Popular participation in advising, priority-
setting and decision-making• Community-based knowledge & wisdom• Community-based initiatives• Role of the Tambons• Putting the “balance” in the balanced
scorecard
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Role of the People: Cases in Voice and
Governance
Role of the People: Cases in Voice and
Governance• Benchmarking in communities• Benchmarking among provinces• Benchmarking among departments
and ministries• Benchmarking studies and
application• Seeking to be “the model” for
effective and efficient strategy and operations: competitive spirit
• Benchmarking in communities• Benchmarking among provinces• Benchmarking among departments
and ministries• Benchmarking studies and
application• Seeking to be “the model” for
effective and efficient strategy and operations: competitive spirit
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SustainabilitySustainability
• Enabling environment mechanisms, resources, capacity, data
• Recognition and positive reinforcement (awards and distinctions)
• Enhancing both supply and demand• Credible supply of KPIs and data• Dynamic institutionalization of demand
from the people, decision-makers and stakeholders
• Enabling environment mechanisms, resources, capacity, data
• Recognition and positive reinforcement (awards and distinctions)
• Enhancing both supply and demand• Credible supply of KPIs and data• Dynamic institutionalization of demand
from the people, decision-makers and stakeholders
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Sustainability CasesSurprise: Many nations have sustained RBM more than 10
years
Sustainability CasesSurprise: Many nations have sustained RBM more than 10
years• Community-based benchmarks• Long-term perspective• Integration with budget• Broad-based stakeholder support• Managers appreciate tools and adapt
tools for their use• Citizens appreciate results
• Community-based benchmarks• Long-term perspective• Integration with budget• Broad-based stakeholder support• Managers appreciate tools and adapt
tools for their use• Citizens appreciate results
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Dialogue for SustainabilityDialogue for
Sustainability• Do we know what & how we are
doing?• Where to we discuss these issues?• Mechanism for researching
benchmark cases and for dialogue on government operations
• (legislative staff unit to evaluate and report on government operations: parliamentary or separations of powers system)
• Do we know what & how we are doing?
• Where to we discuss these issues?• Mechanism for researching
benchmark cases and for dialogue on government operations
• (legislative staff unit to evaluate and report on government operations: parliamentary or separations of powers system)
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NEXT STEPSNEXT STEPS
• Increase focus on provinces for results identification and measurement
• Invigorate CEO-style management at provincial level
• Align ministry/department resources to provinces (HQ=R&D & Policy; Province=Operations)
• Strengthen incentives for cooperation (awards)• Align performance systems with other
management systems, including budget • Improve KPI measurement and data (use IT)• Facilitate dynamic people participation• Increase transparency of reporting and awards
• Increase focus on provinces for results identification and measurement
• Invigorate CEO-style management at provincial level
• Align ministry/department resources to provinces (HQ=R&D & Policy; Province=Operations)
• Strengthen incentives for cooperation (awards)• Align performance systems with other
management systems, including budget • Improve KPI measurement and data (use IT)• Facilitate dynamic people participation• Increase transparency of reporting and awards