results orientation: what to remember benedict wauters deputy director for strategy, innovation,...

Results orientation: what to remember

Benedict WautersDeputy director for strategy, innovation, evaluation and

methodologyFlanders ESF AgencyCOP RBM coordinator

The call for results!

• “Simplification of policy delivery, focus on results and increased use of conditionality are among the major hallmarks of the next set of programmes.”

• “The Commission and the Member States shall ensure the effectiveness of the CSF Funds, in particular through monitoring, reporting and evaluation”

Proposed EC regulation for the new Structural Funds period

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Two key messages

• Results orientation = needs orientation = stakeholder involvement = demand orientation

• Results orientation = asking what is your added value rather than just comply with regulations

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http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=Zm7QRrXuAsoADM&tbnid=RHVjJfDPvoloFM:&ved=0CAUQjRw&url=http://heckeranddecker.wordpress.com/tag/suburban-sprawl/&ei=5uFCUtCaNYay0QWfl4GwAw&bvm=bv.53077864,d.bGE&psig=AFQjCNEZInQR6-O1O49atxO15weB49u2EQ&ust=1380201312728733

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=zxi1O1VdVzl5RM&tbnid=5g-4G5j5B1jAtM:&ved=0CAUQjRw&url=http://awaremed.healthblogs.org/&ei=GutCUvftGIas0QWnxIDoAg&bvm=bv.53077864,d.bGE&psig=AFQjCNFs_fOrc3h7r9fhPO5PjHNvWdxDxg&ust=1380203376887541

From needs to well-being

BASIC

SOCIAL

Includes key needs of autonomy, mastery and relatedness

, responsibility, independence,mastery, achievement

NOTE: Maslow is useful as a categorisation system, less as a strict hierarchy as various needs can co-exist or higher level needs can take precedence over lower level ones

, social relations

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Involvingthose who

should benefit is

key!

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http://search.dilbert.com/search?p=R&srid=S3-USWSD02&lbc=dilbert&w=Employee%20Motivation&url=http://dilbert.com/strips/comic/2002-03-09/&rk=11&uid=231534357&sid=2&ts=custom&rsc=90kU9XRV-sm:HGvW&method=and&isort=date&view=list&filter=type:comic

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=huP1Yt--9KJZnM&tbnid=R1yvypY8z6CwCM:&ved=0CAUQjRw&url=http://fida-advocate.blogspot.com/2013/01/dilbert-cartoon-as-it-relates-to.html&ei=Cu9DUtPZKYmGtAbVjoH4CQ&bvm=bv.53217764,d.bGE&psig=AFQjCNGSgJKpJQT-w-Chh1oBraEpdqdKXw&ust=1380270169932289

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Training Employment?Leads to

SUPPLY ORIENTATION

Satisfies

NEED

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What “needs” are being addressed with this “want”?

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Instead of: ACTIONS – OBJECTIVE – NEEDS

Rather: NEEDS - OBJECTIVE – CONDITIONS TO ACHIEVE THE OBJECTIVE - ACTIONS

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=s5QvA1BO7Akh0M&tbnid=gl9wp9uXH6k3xM:&ved=0CAUQjRw&url=http://joyreactor.com/post/308722&ei=4fRCUrHsLqi_0QXUq4DwCA&bvm=bv.53077864,d.d2k&psig=AFQjCNElKnye3XBn0T0TjtX8puRrACiz9g&ust=1380206160097411

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????? Employment?REQUIRES

NEEDS

CAN BE ADDRESSED

THROUGH

DEMAND ORIENTATION

And/or…

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What “needs” are being addressed with this “want”?

Assumptions? Assumptions?

ACTIVITIES

OUTPUTS

OUTCOMES

IMPACT

INPUTS

Time

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Is this realistic?

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http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=76r5Kg13PsskPM&tbnid=5QpZ6ArRyNZ_5M:&ved=0CAUQjRw&url=http://blog.assembla.com/assemblablog/tabid/12618/bid/87899/Seven-Things-I-Hate-About-Agile.aspx&ei=qPtCUtH8LcGf0QWItoDgDw&bvm=bv.53077864,d.bGE&psig=AFQjCNG7RVqAzgUCHrqawMYGufzbdWe_2w&ust=1380207735581010

OUTPUT

OUTCOME

INPUTS

ACTIVITY

INPUTSACTIVITY

INPUTS

ACTIVITY

INPUTS

OUTPUT

OUTPUT

ACTIVITY

OUTPUT

OUTPUT

OUTCOME

OUTCOME

OUTCOME

OUTCOME

OUTCOME

OUTCOME

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However…

• Results based MANAGEMENT is not just about defining results of the programme

• These results will be (or will not be) achieved by project promotors

• So, what is the role of the programme management organisation (the technical assistance) e.g. the Managing Authority?

• How will it manage itself for results?

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Programme management ORGANISATION strategy = strategy concerning added value of the Managing Authority etc.

PMO

stra

tegy

=

tech

nica

l ass

istan

ce

prio

rityOP

Priority1

OPPriority

2

OPPriority

3 PMO strategy = technical assistance priority

OPPriority

1

OPPriority

2

OPPriority

3

Added value by leveraging the technical assistance funds!

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A strategy for added value implies a choice of focus ratherthan a futile attempt to be good at everything

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=72JFAdoYgsnzsM&tbnid=MUBQpnkmNO8tLM:&ved=0CAUQjRw&url=http://www.umsl.edu/~sauter/analysis/analysis_links.html&ei=Rgg7Uu6eD8qJ0AXyu4HQBQ&bvm=bv.52288139,d.bGE&psig=AFQjCNGRlqzOxwrSIGRtZ-ncnJkO-OyZ0g&ust=1379686688223137

Innovator strategy map vs enhancer

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Innovator strategy map vs enhancer

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Almost all objectives differ between the

two maps!

Adding value as an ESF PMO

• To be results oriented it is not enough to comply with EC regulations

• Then we may just as well put the auditors in charge…

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http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=qQ9UnRY8VtS8eM&tbnid=DNETcBP41SbYfM:&ved=0CAUQjRw&url=http://search.dilbert.com/comic/Snow&ei=TvFDUryHO4fYtAaeuYHABg&bvm=bv.53217764,d.bGE&psig=AFQjCNGNhXogOi9NvuGmzFLZk325CC2xLQ&ust=1380270320708063

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=qQ9UnRY8VtS8eM&tbnid=DNETcBP41SbYfM:&ved=0CAUQjRw&url=http://selcukaytimur.wordpress.com/page/2/&ei=hvFDUv_JNciltAbty4DoCA&bvm=bv.53217764,d.bGE&psig=AFQjCNGNhXogOi9NvuGmzFLZk325CC2xLQ&ust=1380270320708063

• Thank you!• Contact:

[email protected]• Website: www.coprbm.eu

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mailto:[email protected]

http://www.coprbm.eu/

results orientation: what to remember benedict wauters deputy director for strategy, innovation,...

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