R. MUNYARADZI FOURTH AFCOP ANNUAL MEETING MAY 2011 – NAIROBI, KENYA HOW CAN WE OVERCOME CHALLENGES IN PLANNING FOR OUTCOMES?

DEFINITION OF OUTCOMES Consequences of specific policies, programs, outputs and initiatives undertaken by entities. Well ‐ being outcomes Process outcomes

DEFINITION OF OUTCOMES Intended and unintended results and consequences of activities and outputs. Tend to be categorised into short-, medium- and longer-term results/changes in : Skills Attitudes Knowledge, Behaviors, Status, or Life conditions

WHAT IS PLANNING FOR OUTCOMES? The use of client needs and desired results (outcomes) as the foundation for determining appropriate policies, interventions and programs.

BENEFITS OF PLANNING FOR OUTCOMES In Zimbabwe, planning for outcomes was introduced in 2005 under the Results Based Management system: Focuses on results rather than inputs, activities and strategies Leads to better utilization of scarce resources Satisfies requirements of organisations to plan and measure progress Provides greater transparency and accountability Ends in pre-determined results being achieved Fosters teamwork resulting in better planning, implementation, accountability and overall performance Strengthened Parliamentary oversight role

CHALLENGES IN PLANNING FOR OUTCOMES Zimbabwe has experienced the following challenges Identifying which problems/issues warrant attention Linkages between departmental and institutional levels of an organisation Identifying and filling gaps in plans Identifying indicators to measure performance Identifying targets Measuring all of the indicators Limited resources to move initiative forward – especially in the period before hyperinflation Involving politicians in budgeting for developmental outcomes – short time horizons- problem of the ‘tragedy of the commons’ Political polarisation leading to short term political benefits other than long term developmental focus Dealing with resistance to change – some Permanent Secretaries have not seriously embraced RBM and still stuck in the managing for activities and expenditure mode

OVERCOMING CHALLENGES IN PLANNING FOR OUTCOMES THE CASE OF ZIMBABWE Developing a widely shared National Vision – Zimbabwe National Vision 2020 being revised and publicised to guide the implementation of RBM A Results Based Five-Year Medium Term Plan is being developed to guide the budgeting process starting year 2012 Developing sectoral, organisational and departmental visions to guide inter-ministerial programmes and projects Developing organisational and departmental missions and Results Based Strategic Plans to focus Ministries and Departments on outcomes Training of Ministers and Parliamentarians in RBM and benefits of focusing on outcomes

OVERCOMING CHALLENGES IN PLANNING FOR OUTCOMES THE CASE OF ZIMBABWE Implementing organisational and departmental plans – with KRAs, Goals, Objectives, Strategies, Client Needs, Stakeholders, Assumptions and Risks Develop outcome based work and performance monitoring plans Clearly defined results to be achieved – outputs and outcomes Introduced Performance Contracts for Permanent Secretaries Re-introduced client service charters Engagement of general public, civic organisations, private sector, donors and development through budget consultations and the Zimbabwe Community of Practice on MfDR

OVERCOMING CHALLENGES IN PLANNING FOR OUTCOMES THE CASE OF ZIMBABWE Whose outcomes? Conduct clients’ needs/problem analysis Conduct stakeholder analysis Staff should focus on the clients’ views not their own Use beneficiaries/participants to identify outcomes Group outcomes into – economic, social/political and environmental Develop specific indicators for each outcome

OVERCOMING CHALLENGES IN PLANNING FOR OUTCOMES THE CASE OF ZIMBABWE Implementing Results Based Budgeting- Performance Agreements being signed with the Ministry of Finance for Budgetary Accountability Informed by the 3- Year Budget Framework Allocate financial resources for specific outcomes Develop output implementation plans that will contribute to the achievement of outcomes Implement program based budgeting

USE LOGIC MODELS Resource s/ inputs Activitie s OutputsShort term outcomes Medium term outcomes Impacts Your planned workYour intended results Performance Management National indicators and local indicators Plausible = it is reasonable to expect that outputs will lead to short term outcomes, short term outcomes will lead to medium term outcomes and so on Doable = you have the sufficient resources to enable you to achieve the outcomes

DEVELOP HUMAN CAPACITY AND IMPLEMENT PERFORMANCE CONTRACTS Train political leadership and all levels of civil servants in planning for outcomes Manage change Capacitate top management and staff to plan and manage for outcomes Implement Performance Contracts for all levels of implementers for accountability for results Develop a managing for outcomes culture Provide incentives to improve performance Create champions and foster leadership for results at all levels In the case of Zimbabwe, the Chief Secretary to the President and Cabinet is leading the RBM initiative

MONITOR, EVALUATE AND COMMUNICATE RESULTS Zimbabwe Government has developed an in-built results based monitoring and evaluation system Captures and monitors outcome achievement on an annual basis Communicate results achievement and non- achievement to clients and stakeholders Use of dashboards for reporting performance

LESSONS LEARNED AND WAY FORWARD e-Government has been introduced in the Government of Zimbabwe and seeks to: Embrace the use of ICTs to enhance faster, cheaper and seamless delivery of services - Use ICTs as media of communication as well as stakeholder and client participation All Ministries have developed interactive websites wherein they publish their Performance Agreements, Performance Contracts, Performance Results and Client Service Charters It is expected that this will attract public scrutiny for greater accountability

LESSONS LEARNED AND WAY FORWARD Comprehensive planning – identify high level goals that are basic, generic to be contained in the Medium Term Plan Use develop indicators and benchmarks – Human Development Index, Governance, Mo Ibrahim etc... in planning for outcomes Identify strategies and indicators early in program implementation- determine specific solutions Suit solutions to addressing clients’ needs and problems Not taking too much at once – implement quick wins Dedicate resources, for planning and monitoring for outcomes Deepen the involvement of Cabinet, Parliament and Civil Society in the budget process Deepen implementation of Performance Contracts to include all State Enterprises and Parastatals and Local Authorities Continue training and learning from what works and what does not