Committed to Connecting the World International Telecommunication Union CEPT Meeting, Prague, Czech Republic, April 2013 Towards Results Based Approach Towards Results Based Approach Preparatory Process of the World Telecommunication Development Conference CEPT Meeting April 2013 Prague, Czech Republic Jaroslaw K. PONDER Coordinator for Europe International Telecommunication Union

MISSION GOAL OBJECTIVE OUTPUT ACTIVITIES resources Result Based Budget Linking Strategic, Financial and Operational planning April 2013 / CEPT Meeting, Prague, Czech Republic 2

MISSION GOAL OBJECTIVE OUTPUT ACTIVITIES resources Result Based Budget Linking Strategic, Financial and Operational planning April 2013 / CEPT Meeting, Prague, Czech Republic 3

MISSION GOAL OBJECTIVE OUTPUT ACTIVITIES resources Result Based Budget Linking Strategic, Financial and Operational planning April 2013 / CEPT Meeting, Prague, Czech Republic 4

MISSION GOAL OBJECTIVE OUTPUT ACTIVITIES resources Result Based Budget Linking Strategic, Financial and Operational planning April 2013 / CEPT Meeting, Prague, Czech Republic 5

Result Based Budget Linking Strategic, Financial and Operational planning A results-based budget is a budget that allows readers to see the links between resource allocation and the output of the organization, i.e. what the organization produces with the capital and labor that is invested in it. It can be used as a management tool to make prioritization and other management decisions April 2013 / CEPT Meeting, Prague, Czech Republic 6

Result Based Budget Linking Strategic, Financial and Operational planning In a results-based budget : The objectives and outputs are clearly defined and understood by all stakeholders (Membership and management) For each output there is a set of pre- defined expected results as well as performance indicators for measuring actual performance against those expected results Resource allocations are linked to those outputs; Planning, budgeting and results measurement are consistent across the organization, allowing comparison and prioritization April 2013 / CEPT Meeting, Prague, Czech Republic 7

Result Based Budget Linking Strategic, Financial and Operational planning Objectiv es Outputs Activities Resources A clear linkage between strategic and financial planning April 2013 / CEPT Meeting, Prague, Czech Republic 8

Result Based Budget Linking Strategic, Financial and Operational planning From strategy to execution Direct… Align... Control... … ITU-wide focuses and priorities … Resources in support of goals and objectives … Processes for sustainable and repeatable results Strategy Execution April 2013 / CEPT Meeting, Prague, Czech Republic 9

Result Based Budget Linking Strategic, Financial and Operational planning Output KPIs Expected result Objective Activity April 2013 / CEPT Meeting, Prague, Czech Republic 10

Result Based Budget Linking Strategic, Financial and Operational planning Objectives refer to the specific purposes and aims of individual Sectors and of the ITU General Secretariat. Example - Objective 1 of the ITU-D: “To foster international cooperation, among ITU-D members and other stakeholders, on telecommunication/ICT development issues, by providing the pre-eminent forum for discussion, information-sharing and consensus-building on telecommunication/ICT technical and policy issues.” April 2013 / CEPT Meeting, Prague, Czech Republic 11

Result Based Budget Linking Strategic, Financial and Operational planning Outputs refer to the final products or services delivered by the ITU. Example: The World Telecommunications Development Conference 2014 (WTDC-14) April 2013 / CEPT Meeting, Prague, Czech Republic 12

Result Based Budget Linking Strategic, Financial and Operational planning Expected results are desired outcomes involving benefits to end- users/clients, expressed as a quantitative standard, value or rate. Results are the direct consequence or effect of the generation of outputs, leading to the fulfillment of a certain output or objective. Example for the WTDC-14: Preparation, provision of secretariat support (delegate registration, document preparation and distribution, logistics, etc) April 2013 / CEPT Meeting, Prague, Czech Republic 13

Result Based Budget Linking Strategic, Financial and Operational planning Key Performance Indicators, also known as KPIs define and measure progress toward delivery of expected results Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the type of result measured and the Sector Example for the WTDC-14: Timely preparation and actions before and during the conference; satisfaction of delegations April 2013 / CEPT Meeting, Prague, Czech Republic 14

Result Based Budget Linking Strategic, Financial and Operational planning Criteria for Key Performance Indicators: SS pecific MM easurable AA ttainable RR elevant TT ime-bound … EE valuate RR eevaluate April 2013 / CEPT Meeting, Prague, Czech Republic 15

Result Based Budget Linking Strategic, Financial and Operational planning Resources are: Inputs, such as staff costs, equipment, materials, etc. that are used to produce outputs. Resources are typically defined as object of expenditure by cost center level, eg: Salaries Materials, supplies Subcontract etc April 2013 / CEPT Meeting, Prague, Czech Republic 16

Result Based Budget Linking Strategic, Financial and Operational planning Costs are allocated to the different objectives and outputs. The cost structure is as follows: Direct costs indirect costs Primary costs = expenditure (Example: salaries, …) Secondary costs = SLAs (Example: translation) A cost that is common or shared by more than one cost object. (Example: ITU buildings, heating, supervisor’s salary when dedicated to several outputs,…) April 2013 / CEPT Meeting, Prague, Czech Republic 17

Result Based Budget Linking Strategic, Financial and Operational planning Objective 1 ITU-D April 2013 / CEPT Meeting, Prague, Czech Republic 18

Result Based Budget Linking Strategic, Financial and Operational planning 1.Suppression of fund request 2.Greater delegation of authority to line/action manager for implementation and budget management 3.Increased level of accountability in relation with delegation in 2. 4.HAP will become a planning tool for action/line managers for budget simulation and implementation management 5.Simplification (harmonization of administrative processes) April 2013 / CEPT Meeting, Prague, Czech Republic 19

Result Based Budget Linking Strategic, Financial and Operational planning April 2013 / CEPT Meeting, Prague, Czech Republic 20

Result Based Budget Linking Strategic, Financial and Operational planning Any questions ? (coffee is waiting for you outside of the room….) April 2013 / CEPT Meeting, Prague, Czech Republic 21

Committed to Connecting the World CEPT Meeting, Prague, Czech Republic, April