1. Presentation 13 – How to Monitor and Review the Progress of the CPC? 1 Presentation 13 Presentation 13 How to Monitor and Review the Progress of the CPC?

2. Presentation 13 – How to Monitor and Review the Progress of the CPC? 2 What will we learn here? 11 How to Monitor and Review the Progress of the CPC? The need for monitoring and reviewing the progress of the CPC The fundamentals of performance indicators The criteria for monitoring and reviewing the performance of the CPC Suggested performance indicators for certain services Establishing a data collection system Establishing a reporting system Obtaining information on changing scenarios and updating the Business Plan of the CPC

3. Presentation 13 – How to Monitor and Review the Progress of the CPC? 3 The need for monitoring and reviewing the progress of the CPC Next Slide

4. Presentation 13 – How to Monitor and Review the Progress of the CPC? 4 The need for monitoring and reviewing the progress of the CPC The requirement for measuring the progress of a CPC is two-fold:   Firstly, in terms of monitoring that involves ascertaining and measuring the achievements of the set targets; and  Secondly, in terms of reviewing that involves revisiting and revitalizing the business plan of the CPC after its establishment

5. Presentation 13 – How to Monitor and Review the Progress of the CPC? 5 The need for monitoring and reviewing the progress of the CPC The director will need to ensure that the CPC is achieving its targets, and in turn meeting its objectives, in conformity with its mission If there are deficiencies identified, it is necessary to ascertain the actions required to get the focus as well as the resources back on track The director would thus need to apply the basic concept of continuous improvement; i.e. the Plan-Do-Check-Act or PDCA cycle These actions will help in optimal use of available resources, improve effectiveness of various services and fetch more business for the CPC

6. Presentation 13 – How to Monitor and Review the Progress of the CPC? 6 The need for monitoring and reviewing the progress of the CPC The performance of the CPC in the market with respect to its competitors in cleaner production-related activities, room for improvement, and necessity for repositioning its services Changes in the environmental and / or economic factors and sectoral focus of the CPC; this may give rise to an expansion in the initial / present scope of the CPC, in terms of revising its geographical coverage and focus The oversight bodies (Advisory Committee and Executive Board) need to know the progress made by the CPC, as they provide strategic directions to it Decisions concerning the strategic direction the CPC should take will be essentially influenced by the "marketing intelligence" available to the oversight bodies; i.e.

7. Presentation 13 – How to Monitor and Review the Progress of the CPC? 7 The need for monitoring and reviewing the progress of the CPC

8. Presentation 13 – How to Monitor and Review the Progress of the CPC? 8 The need for monitoring and reviewing the progress of the CPC The targets of the CPC are typically short-term and hence, evolving on a continuous basis. This leads to a refining of the targets, which makes the need for review even more significant The CPC may be the recipient of funds from external sponsors. These sponsors will probably have requirements concerning monitoring the progress of the CPC, so as to assess the success of their funding programme(s) It is possible that the CPC may want to approach other institutions or entities in order to facilitate twinning arrangements. Measuring and communicating the performance of the CPC becomes an important requirement in such cases

9. Presentation 13 – How to Monitor and Review the Progress of the CPC? 9 The need for monitoring and reviewing the progress of the CPC The progress of a Centre is judged by its performance Monitoring and reviewing the progress of the Centre entails the design and use of "performance indicators"

10. Presentation 13 – How to Monitor and Review the Progress of the CPC? 10 The fundamentals of performance indicators Next Slide

11. Presentation 13 – How to Monitor and Review the Progress of the CPC? 11 The fundamentals of performance indicators A performance indicator Is "something that provides a clue to a matter of larger significance or makes perceptible a trend or phenomenon that is not immediately detectable" Quantifies and simplifies information in a manner that promotes the understanding of the problems associated with achieving targets to interested parties Performance indicators have been used extensively in a number of fields. Examples can be found in economy where indicators such as GDP, national debt, unemployment rate etc., are used

12. Presentation 13 – How to Monitor and Review the Progress of the CPC? 12 The fundamentals of performance indicators A performance indicator carries with it information of the various parameters from which it was evolved. A performance indicator is thus not merely a statement of the existing status, but also provokes the need to diagnose the cause and effect Such diagnosis is possible with the application of the PDCA cycle. The performance indicator provides us with the relevant information at the “Check” stage of this cycle. Based on this information, which may be positive or negative in nature, we may then decide on the necessary corrective actions to be taken (i.e. “Act” stage) Corrective actions need not be taken only when a performance indicator indicates a negative response. Indeed, actions may also be taken when the performance indicator indicates a positive response. Such actions would tend to be situation-specific. In general, they may involve modifying that particular target qualitatively or quantitatively

13. Presentation 13 – How to Monitor and Review the Progress of the CPC? 13 The fundamentals of performance indicators Performance indicators are always to be compared against a benchmark. A stand-alone number generally fails to provide any concrete information, thus defeating the very purpose of devising a performance indicator in the first place For e.g., compare the number of training sessions held during the year against the number of training sessions planned in the Training Needs Assessment during that year Choosing an appropriate performance indicator is a not always an easy task. No universal set of performance indicators exist which would be equally applicable in all cases. The choice of a particular performance indicator is dependent on the context, and hence the objectives and mission of the CPC

14. Presentation 13 – How to Monitor and Review the Progress of the CPC? 14 Criteria for monitoring and reviewing the performance of the CPC Next Slide

15. Presentation 13 – How to Monitor and Review the Progress of the CPC? 15 Criteria for monitoring and reviewing the performance of the CPC The basic aim of the CPC is to deliver cleaner production-related services to its clients Therefore, the CPC would be interested in tracking its performance in relation to the delivery of services The CPC’s services could be assessed against 4 criteria 1. Input expended in delivering a service 2. Efficiency (output) with which a delivery was performed 3. Effectiveness (outcome) of the delivery 4. Impact of the delivery

16. Presentation 13 – How to Monitor and Review the Progress of the CPC? 16 Limitations of performance indicators It is possible that in the case of certain services (for e.g., policy advice), it may not be possible to calculate or arrive at an agreed definition for the input indicator. Therefore, it is possible that not all services may contain all four performance indicators in the hierarchy mentioned here Performance indicators are implicitly understood as having a quantitative basis. However, it may not be possible to quantify impact indicators for certain services, such as networking. In a similar vein, the impact indicator (or perhaps even the outcome indicator) of a service such as an awareness session could be that it triggered a cleaner production demonstration project. Such a performance indicator would be qualitative in nature

17. Presentation 13 – How to Monitor and Review the Progress of the CPC? 17 Limitations of performance indicators Further, there could be difficulties in apportioning contributions made by two or more services to the observed outcome or impact. For e.g., a policy change can occur due to contributions made by awareness campaigns, training, networking, interfacing with financing institutions etc. The outcomes and impacts of different services may overlap, as the performance of one service could depend on the outcome(s) of one or more other services

18. Presentation 13 – How to Monitor and Review the Progress of the CPC? 18 Planned triggers as performance indicators In keeping with the ideology of running a smart business centre, it is possible planned triggers may be used as qualitative performance indicators for a particular service. For instance, that the director and the oversight bodies of the CPC may plan to conduct 10 awareness raising sessions in a year. Of these, 60% may be specifically targeted as planned triggers for the next service (i.e. training). Traveling further up the chain, 30% of the training sessions may be targeted as planned triggers for cleaner production assessments, and so on

19. Presentation 13 – How to Monitor and Review the Progress of the CPC? 19 Planned triggers as performance indicators

20. Presentation 13 – How to Monitor and Review the Progress of the CPC? 20 A generic approach to assess the performance of services of the CPC

21. Presentation 13 – How to Monitor and Review the Progress of the CPC? 21 Some more important points… Output-outcome performance indicators tend to ally for operations at the level of individual services Input-impact performance indicators tend to ally for operations at the level of the entire CPC While performance indicators are elegant, their transformation in realistic terms may be quite difficult indeed. There is thus a need to arrive at a compromise, so that the issues related to complexities in calculation and impracticalities of associated information overload may be addressed adequately

22. Presentation 13 – How to Monitor and Review the Progress of the CPC? 22 Suggested performance indicators for certain services Training Output indicators – Number of training sessions against those targeted in the TNA, percentage of participants attended against those invited, coverage in terms of geographic region and focal sectors, any innovative structure of the training session (e.g. field-based, distance education mode) that should be noted Outcome indicators – Percentage of participants who attended training session and approached the Centre for additional information; i.e. to seek other services, how many training partners were created who could sustain the training activity, number of trainers created who now operate as faculty on cleaner production

23. Presentation 13 – How to Monitor and Review the Progress of the CPC? 23 Suggested performance indicators for certain services Cleaner Production Assessments Output indicators – Percentage of CPAs carried out against the number targeted, Percent coverage in terms of the geographic region and focal sectors, Any innovative aspect of the CPA that should be noted (e.g., product focused, to support EMS, etc.). Outcome indicators – Percentage of cleaner production options implemented against those identified, Information on total resources conserved, wastes reduced, production increased, investments made and savings achieved for each facility.

24. Presentation 13 – How to Monitor and Review the Progress of the CPC? 24 Suggested performance indicators for certain services Knowledge management Output indicators – Number of knowledge-based products completed as against those targeted, number of knowledge products sold and revenue made as a percentage of total revenue, sectors covered, any innovative tool used (for e.g., computer-based instructions, CD-ROM based database on technology fact sheets etc.) or revenue sharing with the information-provider that should be noted. Outcome indicators – Nil

25. Presentation 13 – How to Monitor and Review the Progress of the CPC? 25 Establishing a data collection system Next Slide

26. Presentation 13 – How to Monitor and Review the Progress of the CPC? 26 Establishing a data collection system Documenting the outputs and outcomes of services will help the CPC understand and map what works or does not work given a particular scenario The CPC could then capitalize on the stronger points, learn from its weaker points, and resolve ways and means to improve future service deliveries within the same scenario, and possibly even across differing scenarios In essence, the CPC would be monitoring its performance

27. Presentation 13 – How to Monitor and Review the Progress of the CPC? 27 Suggested data collection system for training sessions Tier 1: A Feedback Form for a particular training session. All the trainees would fill a copy and pass it on to the staff of the CPC Tier 2: A Data Sheet for an individual training session. It would be completed by a member of the CPC staff who has had a close association with that particular training session Tier 3: The Summary Sheet, which would be a result of the collation of summaries of all training sessions held during that year. The information for the Summary Sheet will be compiled by CPC staff in charge of delivering the service of training, and presented to the director and oversight bodies of the Centre for their review, comments, and follow-up actions

28. Presentation 13 – How to Monitor and Review the Progress of the CPC? 28 Establishing a data collection system It is also important for the director and the oversight bodies to give thought to just how much data collection time and effort is required by each performance indicator that they may be considering This requirement should be balanced out evenly with the significance and ultimate consequences of the data collection exercise Having said that, the energies expended towards the data collection exercise should be reviewed as an investment, instead of a barrier or drain on resources The task of documentation is not as daunting as it sounds. In fact, the numerous data management software available in the market could make this task significantly easier for the CPC

29. Presentation 13 – How to Monitor and Review the Progress of the CPC? 29 Establishing a reporting system Next Slide

30. Presentation 13 – How to Monitor and Review the Progress of the CPC? 30 Establishing a reporting system The director and the oversight bodies of the Centre will also have to decide on what will be reported, to whom, and how It will also be useful (if not necessary) to report such information to external donors (if any) and other external parties (for e.g., prospective clients) The director will need to ensure that performance data are collected in sufficient time to meet reporting deadlines, and that they are reported in an easy-to-understand and structured manner There may be required formats for reporting, such as in the form of an Annual Report

31. Presentation 13 – How to Monitor and Review the Progress of the CPC? 31 Obtaining information on changing scenarios and updating the Business Plan of the CPC Next Slide

32. Presentation 13 – How to Monitor and Review the Progress of the CPC? 32 Obtaining information on changing scenarios and updating the Business Plan of the CPC A smart business is always on the lookout for information on changing scenarios, so as to continually review and reposition its Business Plan as and when the need arises. So too must be the case with any CPC The marketing intelligence of the CPC may reveal changing situations such as Transitions in the economy Revising the sectoral focus of the CPC Revising the geographical coverage of the CPC Inducting new stakeholders Mentoring new CPCs, and so on

33. Presentation 13 – How to Monitor and Review the Progress of the CPC? 33 Obtaining information on changing scenarios and updating the Business Plan of the CPC Revising targets (upscaling and downscaling alike), devising new tasks, reallocating financial resources is inevitable Thus, the CPC would be compelled to revisit its original Business Plan and tweak it, based on the inputs received from the marketing intelligence as well as its own performance indicators

34. Presentation 13 – How to Monitor and Review the Progress of the CPC? 34 Lastly… Updating the Business Plan also mandates updating the relevant documentation, as it will chart a history of lessons learnt during the conception, establishment and operation of the Centre. Such historical records will help to establish transparency among stakeholders of the Centre, as well as aid in the setting up of new Centres