1. Concept of Managing for Development Results- MfDR T.M.Jayasekera, B Sc Eng., MBA, C Eng, FIE, FIM, FCIWEM, MSLIM, MSLITAD National Consultant-UNDP TA on Strengthening Plan Implementation Capacity Ministry of Plan Implementation. Ministry of Plan Implementation. 1

2. RESULTS FOCUS Governments are increasingly being called upon to be more accountable for results. Citizens, Parliamentarians and Media are no longer solely interested in inputs, activities and outputs but are more interested in achieving outcomes and impacts.

3. WHAT IS MfDR all phases of development MfDR means focusing on results at all phases of development process - Planning, Implementation, and Post Implementation - Policies, Programmes and Projects. Evidence Based Information Focus of MfDR is on Results and Evidence Based Information for decision making.

4. Results NDS Sector Plan MTEF/ Budget Ministries & Depts (Service Delivery) Projects and Programes Performance Monitoring & Evaluation National Audits CORE FEATURES OF MfDR CYCLE

5. Operationalizing MfDR Institutional Level -Agency Results Framework -Agency Score Card Project Level - Logical Framework Analysis

6. Managing for Results Performance measures assess progress. Where are we? Analysis Where do we want to go? Goals How do we get there? Actions How did we do? PerformanceMeasures 15,000 ft view

7. Agency Management Processes and Practices Define Desired Results: strategic direction and outcome oriented goals Link Actions to Results: business plans and performance targets Evaluate Performance: KPMs and other tools that inform on how you are performing Adjust to Improve: adjust priorities, move resources, eliminate or streamline actions

8. THE POWER OF MEASURING RESULTS If you do not measure results, you can not tell success from failure If you do not measure results, you can not tell success from failure If you can not see success, you can not reward it If you can not see success, you can not reward it If you can not reward success, you are probably rewarding failure If you can not reward success, you are probably rewarding failure If you can not see success, you can not learn from it If you can not see success, you can not learn from it If you can not recognize failure, you can not correct it If you can not recognize failure, you can not correct it If you can demonstrate results, you can win public support If you can demonstrate results, you can win public support Adopted from Reinventing Government by Osborne & Gaebler, 1992

9. KPM CRITERIA REVIEW Alignment – Mission, Thrust Areas, Goals, Benchmarks ( alignment to mission and core statutory function) Alignment – Mission, Thrust Areas, Goals, Benchmarks ( alignment to mission and core statutory function) Focused – As outcome-oriented Focused – As outcome-oriented a few key measures. - Optional drill-down to more detail (internal Management use) a few key measures. - Optional drill-down to more detail (internal Management use) Principles, definitions Principles, definitions Targets – ambitious but realistic (Justification) Targets – ambitious but realistic (Justification) Data Sources, Frequency & Accuracy of Data Data Sources, Frequency & Accuracy of Data Inclusion of Customer Service Measure Inclusion of Customer Service Measure Be inclusive.

10. Challenges No single bottom Line Unlike private sector, public sector do not have a single bottom line Diversity Many areas of government activities are characterized by multiple stakeholders and divergent interest. Difficult to get consensus on goals/values and difficult to agree on KPIs. Manageable Interest: Outputs are manageable to institutions. But outcomes are the result of collaborative efforts of other institutions. e.g – Crimes depends on Police performance and TV Education Agencies can more easily be held accountable to output targets but not necessarily for outcome targets. (as they are influenced by several factors)

11. WHAT WE WANT TO SEE Results, Not Effort