WFP RBM Training

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WFP RBM Training

• One-day RBM Awareness Training
• for
• WFP HQ General Service Staff

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Welcome

• Housekeeping
• Turn all mobiles OFF
• Please ask questions and share comments and
  experiences
• There will is a lot of discussions
• No meetings within training.

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IntroductionAgenda of the Day?
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What do You Want to Know by the End of This
Training ?

• ?

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Objectives

• Develop a general understanding of WFPs RBM
  approach
• Know common RBM concepts, definitions and tools
• Able to define major components of an WFPs RBM
  approach
• Know how RBM will benefit WFP

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Objectives (contd)

• Understand how your Division/Unit results
  contribute to WFPs results
• Look at the relevance of RBM as a process to
  improve WFP and individual staff performance

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Learning Outcomes

• Participants would be able to
• Understand the basic RBM concepts and techniques
  and how they related to their work.
• Able to apply the definitions of common RBM
  terms
• at work
• Identify how their work contribute to achieving
  their Divisional objectives, and WFPs
  strategic and management objectives

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WFPs Commitment to RBM ED Quotes

• I can think of no initiative more important to
  WFP at this stage in our development than
  Results-Based Management
• RBM is no longer an option. It is expected of
  us, and will make us much better. We need it
  and our mission depends on it
• We are trying to move quickly and we will surely
  experience some frustrations and setbacks as we
  apply new RBM processes and tools

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Readiness Where do you fall?
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Why RBM now ?Responding to the New Realities

• New realities
• Budget constraints
• Obligation to do more with less while maintaining
  quality
• Need to demonstrate value to stakeholders
• have driven a global response
• Managers are under pressure to provide evidence
  that their programmes achieve results se
• International organisations, UN agencies, and
  governments need to provide credible evidence of
  their results to donors

• WFPs response
• RBM policy approved by WFPs Executive Board in
  2000
• Established of a Division for
• RBM/OEDR (2003)
• RBM Orientation Guide,
• Indicator Compendium
• Work Plans and Performance Reviews
• New RBM Training (2003-2005)
• APRs, SPRs
• CMEA

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Why RBM? Key Benefits of RBM
Benefits
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How Can RBM Help WFP ?.

• Instill a sense of mission and focus in WFP
• Indicate where the Programme has made progress
• Assist managers and staff in making day-to-day
  management decisions
• Serve as a tool for communicating our performance
  to others

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What are results?

• Results

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What are results?
Activity
Result
Generates

• You do something and something happens as a
  consequence
• All your activities and your units activities
  generate results
• Whatever we do produces results (tangible and
  intangibles)

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What does RBM mean ?

• RBM is a management approach that focuses on
  three basic questions that are fundamental to any
  organization
• What do we wish to achieve?
• What will we do to reach that goal?
• How will we know whether we have achieved that
  goal?
• Is participatory team-based management
  approach that seeks to..
• focus an organization's efforts and resources to
  improve effectiveness and sustainability of
  operations, and improve accountability for
  resources to achieve expected results(objectives).
  

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What RBM Cannot do..

• Offer a quick-fix solution
• Become a mechanism to punish staff
• Become solely a data collection exercise
• Substitute for good management practices
• Explain why your program is not working as
  well as it should be

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WHAT IS RBM?

• RBM is a management strategy focusing on
  performance and achievement of expected results
  (outputs, outcome and impacts).
• It is a way of thinking of and answering
  three
• basic questions
• What do we wish to achieve?
• What will we do to reach these results?
• How will we know whether we have achieved these
  results?

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WFPs RBM Approach Key Steps
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The WFP RBM RM Cycle
RM
RM
PMM
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WFPs RBM Approach The First Key Step

Strategic Alignment
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RBM THREADS ALL TOGETHER FOR RESULTS..STRAT
EGIC ALIGNMENT
MDGS
Mission Vision

CORPORATE RESULTS
STRATEGIC PLAN
Programme Expected Results
STRATEGIC OBJECTIVES
Management Results
Management Plan
MANAGEMENT OBJECTIVES
HQ. DIVISIONS SUPPORT ACTIVITIES
REG. BUREAUX SUPPORT ACTIVITIES REGIONAL
PROJECTS
COUNTRY OFFICES EMOPs, PRROs, CPs, S UPPORT
ACTIVITIES
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Project Support Service ActivitiesGenerating
Strategic Alignment

• Strategic alignment means roughly translates into
  everybody pulling in the same direction
• Millennium Goals and WFP donor expectations have
  to guide everything we do in WFP
• The Strategic Objectives (SOs) need to guide our
  choice of projects and programme activities
• The Management Objectives (MOs) need to guide our
  choice of management and support activities

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How Can RBM Help WFP ?

• Identify areas where productivity can be improved
• Increase WFPs accountability
• Improve the credibility of WFP
• Provide a framework for the strategic planning or
  goal-setting process
• Provide a structured approach for linking budget
  decisions to WFP objectives

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How Can You Measure Results (success)

• Determine inputs needed (resources)
• Determine activities (what you do)
• Determine outputs (what you produce)
• Determine indicators ( yardsticks)
• Determine outcomes (the final results/benefits/val
  ue-added)
• Provide performance information (tell people
  what your unit achieved)

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Divisional Results Statements should answer.

• Who are the customers, clients, or
  beneficiaries (the target population) of your
  services?
• What are the intended results, changes, or
  benefits of your services?
• How do you intend to provide the services and
  meet client offices/Divisional needs, etc.?

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Keeping Busy ----------Making a Difference
Inputs -resources used

• Outcomes
• (Immediate,
• Intermediate, Final)
• changes in
• beneficiaries lives
• changes in work place
• - changes in services
• provided
• contributions made
• towards these changes

Outputs - products and services provided
Activities -tasks, processes, tasks to
completed in order to provide a service
Influenced by External Factors How We Make a
Difference
Area of Control Internal to WFP
How We Keep Busy
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WFPs RBM Tools

• Strategic Plan
• Covers 4 years, rolled every 2 years.
• Management Plan
• It is be revised every 2 years
• Derived from the Strategic Plan
• Includes all support activities, resource
  levels, planned results and indicators
• Performance Reports
• Annual Performance Report (APR
• Account for WFPs results for previous calendar
  year.
• Life span one year
• Standard Project Report
• Account for project results for the previous
  calendar year
• Annually produced though the project life.

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WFPs RBM Tools

• Indicators Compendium
• Contains all strategic and management objectives
• Related expected results and performance
  indicators
• Information on data collection and frequency of
  collection
• Annual Work Plans
• Annual Performance Planning by all
  Divisions/Units, RB, COs
• Beginning of each year January and February.
• Life span one year
• Performance Reviews Guidelines
• Mid-and End of Year
• End of Year Performance Review Feedback Survey

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RBM - Achievements to Date

• Developed a corporate-wide approach to RBM
  implementation in WFP (RBM Orientation Guide,
  Indicators Compendium)
• Identified Corporate level Indicators
• RBM Training Raised awareness among staff and
  partners about WFP RBMs approach ( over 1200
  trained to date).
• Develop Rationalised Corporate work planning,
  review reporting processes (Work Plan Templates
  and Guidelines.
• Annual Performance Reports Presented to EB
• Over 300 Standard Project Reports cleared and
  submitted to EB by 31 March annually
• Common Monitoring and Evaluation Approach (in
  progress)
• Inputs to Strategic Plan and Management Plan
  Preparation.
• RBM Support to RBM, COs and HQ Divisions

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GROUP EXERCISES AND DISCUSSIONS

• For the purposes of these exercises, let's break
  into FOUR GROUPS

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RBM and Individual Performance (Linkage with
PACE)

• PACE is a dynamic process whose goal is to ensure
  that WFP and all its Bureaux, divisions, units,
  teams and individuals are working together to
  achieve the results expressed by the organization

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RBM is a way of lifeWe all apply RBM
principles every day in your work and in your
private life.
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WFPs Results Based Management Approach involves
It involves 1. systematically collecting
strategically utilizing information 2. on an
ongoing basis 3. in an intra- and
inter-organizational collaboration and
partnership 4. for a variety of internal and
external purposes.
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Distinguishing between Outputs and Outcomes
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So, how do we get from this.
to this?????
Providers, Vendors, Collaborators
OUTCOMES
OUTPUTS
Service- Delivery Outcomes
Quantity
Quality
Effort
ACTIVITIES, STRATEGIES, SERVICES
INPUTS RESOURCES
Beneficiaries Outcomes
Effect
Quantity
Quality
Clients Customers
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context
TRANSPORTERS,SUPPLIERS, COOPERATING PARTNERS
etc Paid and non-paid personnel required to
implement plans, provide diverse services,
distribute food to beneficiaries and evaluate
operations, and so forth.
CLIENTS BENEFICIARIES The targeted clients
and other beneficiaries of the project, including
the public at large.
context
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Source Mark Friedman (1997, 2000)
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OUTPUTS
Quantity
Quality
Effort


Effect
Quantity
Quality
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(No Transcript)
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providers etc.
service delivery operational
strategies
effect
clients etc.
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How can the RBM System attract stakeholder
buy-in?

• It must refer to outcomes or processes that the
  stakeholders care about.
• It needs to involve and account for the concerns
  of constituencies important to politicians.
• It has to be credible.
• It must make a few clear points in an
  easy-to-understand way.

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Use RBM Information
Performance Monitoring

Evaluation
Performance Information
Management Improvement Performance
Accountability Reporting
Learning
Decision- making
Team- building
External
Internal
Experience
Informed decisions on Intervention Strategy
/ Partnerships
Transparency and consensus
EB donors
Units Staff
Partners Benef.
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Factors that Influence to RBM Implementation

• ORGANIZATIONAL CULTURE The belief system,
  norms, and values within the organization or
  agency and the local community.
• LEADERSHIP Governance, decision-making, and
  implementation of policies and procedures.
• TECHNICAL Basic capabilities within the
  organization and in the local networks, including
  skills, expertise, and computing resources.

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Targets set the bar.
Service Deliveriestarget
Service Deliveries now

• Target desired value of an output or outcome at
  a given point in time
• Should be ambitious but realistic
• Reflects level of commitment how high are we
  willing to aim?

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What is an Indicator?
Quantitative or qualitative factor or variable
that provides a simple and reliable means to
measure achievement, or to reflect the changes
connected to a WFP operation or activity or
support service
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Factors Influencing Results
1. Formal policies, systems, practices
2. Identified Risks
3. Informal practices symbolic actions
4. Evaluative beliefs, values, attitudes
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Work Plan DevelopmentWFP Work Plan Template

• Help Units to discuss and identify their
  contributions to the Strategic Objectives
  and/or Management Objectives
• Ensure strategic alignment
• Offers an opportunity for the units to assess
  and manage performance

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Work Plan Development

• What is the Purpose of the Work-Plan?
• Align the Units objectives with WFP corporate
  objectives
• Define the results expected
• Select the indicators to track performance
• Set targets
• Identify the activities deliverable
• Clarify responsibilities Identify completion
  dates
• Identify the budget for activities
• Basis for Preparing Annual Performance Reports,
  Standard Project Reports and PACE

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Work Plan DevelopmentEnsuring Strategic
Alignment at Work Unit level
WFP Executive
Strategic Plan SOs MOs
Millennium Goals Donor requirements
Units
Work and Risk Management Plans
Project Documents SPRS,APR
Local Strategic Factors /
Support Service/Work Units
Individuals (staff)
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Performance and Risk Report

• Recommendations
• Action Steps
• Decisions
• Strategy Refinement

Actual levels of Performance
Targeted levels of Performance
?
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Strategic Alignment Work Unit and Staff Results
Results OrientedRisk Informed Planning
Linking Work Unit Results to Staff Results Links
to PACE
WFP Executive
Strategic Plan SOs MOs
Millennium Goals Donor requirements
Units
Work and Risk Mitigation Plans
Project Documents SPRs
Local Strategic Factors /
Ensures strategic alignment at the level of the
individual but making the link can be a bit of a
stretch at times which is where activity/task
planning might help
Support Units/Divisions
Activity / Task Plans
Local Strategic Factors
PACE
Individual staff
Personal Factors
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Unit Activity / Individual-Task Planning and
Links to PACE Individuals staff define and link
their planned activities and results (outputs
) to in relation to the Activities and results
(outputs) in Unit Work Plans -
PACE FORM
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Readiness Where do you fall?
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WORKSHOP EVALUATION

• PLEASE TAKE A MOMENT TO COMPLTE THE EVALUATION
  FORM

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THE END

• THANK YOU