COP RBM: A QUICK INTRO
BULGARIA, SOFIA 3-5 JUNE 2014
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The Community of Practice on Results Based Management
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•
•
Established in 2009 by a group of European
Social Fund‘s Managing Authorities and
associated partners, with support of European
Commission.
They wanted to find a better way how to manage
public funds like ESF/ERDF
The network developed the „Results Based
Management System Plus“ based on reviews of
existing frameworks, scientific research and own
experience:
 In principle, RBM+ deals adequately with all these major
frameworks: no need to use and reconcile these yourself
anymore
• Today we represent 8 countries with 12 core
partners as well as a variety of associate partners
• Its longer term vision focuses on using
ESF/ERDF as leverage to improve the
functioning of the public service in general
• New Zealand: Getting Better
at Managing for Outcomes
and Getting Better at
Managing for Shared
Outcomes
• Treasure Board of Canada:
The Managing for Results
Self-Assessment Tool
• World Bank: CAP-Scan
Managing for Development
Results Capacity Scan
• Asian Development Bank:
Readiness Assessment Tool
- Implementing a Results
Focus in Organizations
• EIPA: CAF
• Palladium: Balanced
Scorecard Hall of Fame
award for Executing Strategy
The Community of Practice on Results Based Management
•
•
•
Established in 2009 by a group of European
• New Zealand: Getting Better
Social Fund‘s Managing Authorities and
at Managing for Outcomes
associated partners, with support of European
and Getting Better at
Commission.
Managing for Shared
Outcomes
They wanted to find a better way how to manage
• Treasure Board of Canada:
public funds like ESF/ERDF
See www.coprbm.eu for
The Managing for Results
The network developed the „Results Based
Self-Assessment Tool
more!
Management System Plus“ based on reviews of
• World Bank: CAP-Scan
existing frameworks, scientific
research
own
Become
anand
associate
Managing for Development
experience:
Results Capacity Scan
partner and gain access• Asian
to Development Bank:
Assessment Tool
more resources! Readiness
- Implementing a Results
 In principle, RBM+ deals adequately with all these major
frameworks: no need to use and reconcile these yourself
anymore
•
•
Today we represent 8 countries with 12 core
partners as well as a variety of associate partners
Its longer term vision focuses on using ESF/ERDF
as leverage to improve the functioning of the
public service in general
Focus in Organizations
• EIPA: CAF
• Palladium: Balanced
Scorecard Hall of Fame
award for Executing Strategy
COP RBM focus
Corporate strategy for a
diversified conglomerate
Business
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Business
2
Business
3
• Growth strategy = what new business
• Portfolio management = where to invest
/ divest in existing businesses?
• Parenting = how to coordinate and share
resources between businesses?
National/regional/local policy
MacroFunctioning
of democracy economic
policy
Transport
Separation
Education
Balanced
of powers
Sectors
Health
Judiciary
...
Rule of law
…
Budget
allocation
(performance
budgeting)
budget
Sound fiscal
policy
Infrastructure
Level playing
field
(competition)
…
Businesses, organisations, agencies and their
performance in delivering services
= COP RBM focus
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COP RBM longer term vision
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•
•
•
The network partners have ignited an energetic movement of reform throughout the
European Structural Funds. Fund leadership and their staff are focused on key
organizational and societal outcomes. They are also highly attuned to their external
environment, aware of emerging threats and opportunities and ready to act upon
these swiftly.
There is a common understanding that change primarily takes root when it involves
broad sets of actors engaged together in designing and implementing locally relevant
solutions to locally perceived problems, in the public service and in society in general.
Collaboration, inviting feed-back, using information purposefully, deliberation,
respecting diversity and taking responsibility constitute the core of Fund
management. This is reinforced actively at all levels by a highly committed
leadership.
Leading by example, the Funds are actively engaged in stimulating more widespread
reform of the public service throughout Europe, at all levels, including the European
one. They are acknowledged as centres of excellence in this field.
Due to this effort, the public sector matches the capacity of the private and nongovernmental sectors to perform, innovate and change. It is seen by citizens as
being responsive, pro-active and supportive. It is government “with” citizens rather
than “for” citizens, therefore strengthening their resilience.
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COP RBM strategy
EU
ESIF
org.
COP
Coordination
ESIF entities need to lead by
example, which includes taking
up proper processes to facilitate
meaningful public reform
elsewhere
Other
public
actors
Other
public
actors
ESIF
org.
ESIF
org.
ESIF
org.
Other
public
actors
Citizens
(incl. entrepreneurs)
Other
public
actors
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CULTURAL
ANTROPOLOGY
DEVELOPMENTAL /
SOCIAL PSYCHOLOGY
Biology/
ecology
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•
•
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•
SOCIOLOGY
SYSTEMS
THINKING
APPROACH
System and sub-systems in a
hierarchy
Interactions give rise to
emergent properties
Interactions define boundaries
with wider systems
Wider systems represent the
environment
Systems must develop
productive relations with their
environment
Resilience of systems
•
•
•
•
Control
engineering
(quality)
Negative feed-back: dampening
divergence of behaviour from a goal
Positive feed-back: amplifying deviation
from a goal (for better or worse)
The many relations between the part of
a system give rise to interacting positive
and negative feed-back loops leading to
unpredictabilty
Requisite variety
RBM
Tools
RBM
»plus »
Complexity
theory
•
•
•
•
•
Attractors
Non-linearity
Self-organisation
Emergence
Path dependency
Behavioral
economics
ECONOMICS
• Routines (collective),
habits (individual),
rules norms
• Power
• Biases
Institutional/
evolutionary
economics
NPM approach
Rational
choice theory
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CULTURAL
ANTROPOLOGY
DEVELOPMENTAL /
SOCIAL PSYCHOLOGY
Biology/
ecology
•
•
•
•
•
•
SOCIOLOGY
SYSTEMS
THINKING
APPROACH
System and sub-systems in a
hierarchy
Interactions give rise to
emergent properties
Interactions define boundaries
with wider systems
Wider systems represent the
environment
Systems must develop
productive relations with their
environment
Resilience of systems
•
•
•
•
Control
engineering
(quality)
Negative feed-back: dampening
divergence of behaviour from a goal
Positive feed-back: amplifying deviation
from a goal (for better or worse)
The many relations between the part of
a system give rise to interacting positive
and negative feed-back loops leading to
unpredictabilty
Requisite variety
RBM
Tools
RBM
»plus »
Complexity
theory
•
•
•
•
•
Attractors
Non-linearity
Self-organisation
Emergence
Path dependency
Behavioral
economics
ECONOMICS
• Routines (collective),
habits (individual),
rules norms
• Power
• Biases
Institutional/
evolutionary
economics
NPM approach
Rational
choice theory
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Different concepts of accountability
• “honest and fair”:
 traditional view dating back to Weberian bureaucracy
 focus is on preventing distortion, bias, abuse of office
and inequity
 proper discharge of duties in terms of procedures
AND substance is of prime importance:
• “how the job gets done” rather than just “getting the job
done with the least possible input”
 emanations:
• process controls (rather than output)
• words like transparency, prevention and detection of fraud,
compliance with rules, etc. fit here
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Accountability for what?
Different concepts of accountability
• “lean and purposeful”:
 This view rises with New Public Management
 match narrowly defined tasks and circumstances with resources
(time and money) as tightly as possible, cutting any slack
 it is very important to have “checkable” objectives that are not
overlapping
 hence the focus on outputs, ideally to be provided by
independent departments
 emanations:
• words like effectiveness, efficiency, impact, value for money,
achieving targets
• approaches like payment by results, just in time delivery and
zero based budgeting
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Accountability for what?
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Different concepts of accountability
• “robust, resilient, adaptive”:
 „post – NPM“ redirection of attention to complex
nature of society
 focus is on being able to withstand shocks, to keep
operating even under the most dire circumstances
and to adapt rapidly in a crisis
 emanations:
• back-up systems, maintaining adequate diversity to avoid
widespread common failure (including in the social sense
e.g. avoiding groupthink) and building in safety margins (e.g.
in planning work or using materials)
• words like diversity, empowerment, sustainability etc.
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Accountability for what?
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For info
Hood (1991)
What happens if we do not find a balance?
Private sector examples of
overemphasising lean and
purposeful (facilitated by public
policy) with wider repercussions
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New Synthesis approach
• Public management
is a balancing act:
Lean and
purposeful
 in terms of
performance:
• “traditional” results
(outputs, outcomes)
• civic results
 in terms of the use of
power:
• government
• collective
• …underpinned by
the three notions of
accountability
Honest and fair
J. Bourgon, A new synthesis for public administration
Robust,
resilient,..
Performance and
accountability are two
faces of the same coin!
LEAN AND
PURPOSEFUL
capacity for organisational
performance to deal with
reasonably predictable
(in/frequent) demands, that may
exhibit great variation
HONEST AND
FAIR
capacity to comply to
ensure fairness
capacity to adapt in
order to be able to
respond as quickly as
possible to anything as
ROBUST, RESILIENT, ADAPTIVE
yet unforeseeable
capacity for
innovation to deal
with a range of as
yet uncertain but
plausible demands
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Results Based Management
• an organization should be ready to respond to
changes in circumstances or performance and alter
one’s approach if necessary, which requires…
Demand
orientation
Focus on
the system
as a whole
 an analytical and performance-oriented approach to
understanding what to do;
 a view of performance that is centred on beneficiary level
outcomes;
 only thereafter moving toward identifying what resources,
actions and outputs are necessary to get there;
 a need for information about the subject and a capacity to
collect, process and analyse this information over time;
 a mechanism by which policy, planning and decision-making
can be influenced by performance information.
Source: REVIEW: RESULTS BASED MANAGEMENT IN DEVELOPMENT COOPERATION by the
Riksbankens Jubileumsfond synthesised in the COP RBM Sourcebook ch. 3.3
Six core RBM practices
• 1. Orientation of the organisation is clear
• 2. The organisational strategy is reflected in a
strategic results framework
• 3. The strategy is translated into operations
• 4. Performance information is collected and
supplied
• 5. Performance information is used
• 6. External stakeholders are involved in all
aspects
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We have tools
and approaches
for all these steps
But where to
start?
Where are the
opportunities?
What can be
meaningful next
steps?
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Vision, strategy and operations
• When current operations are a struggle, with a great deal
of pressure, …
• … then vision/strategy becomes a vision/strategy of
survival: fighting fires everyday, maintaining basic
services!
• This reaffirms the importance of a deep understanding of
your current operations before anyhting else:
• if daily work life is a struggle for survival…
• …then senior managers coming along
with wonderful statements about vision,
mission and values are bound to be
seen as coming from another planet
• we call it the Mr Spock (‘live long and
prosper’) syndrome
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Toyota
Production
System for
services =
Vanguard
approach
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RBM “plus” is about management innovation
Stages in adoption
Online
training
1. Knowledge: requires…
 Awareness of the innovation
• Trigger to get two other kinds of knowledge
 How and why it works
• Influences attitudes
 How to use it correctly
• Critical for trials and hence for complex innovations
2. Persuasion: requires…
Standard 3
day seminars
Action
learning (by
doing)
engagements
 Social reinforcement of others, particularly close peers
subjective assessments (more than experts, science)
 Perceived characteristics
3. Decision: requires…
 Possibility to try innovation in own situation
Social reinforcement
dynamic
YOU
IPA, OPAC,
COP RBM…
•
•
Innovators - These are people who want to be the first to try the innovation. They are
venturesome and interested in new ideas. These people are very willing to take risks, and
are often the first to develop new ideas. Very little, if anything, needs to be done to appeal
to this population. They can bring in the new ideas first, but they are rarely widely
respected leaders but tend to be “technicians” who have complex technical knowledge.
Early Adopters - These are people who represent opinion leaders. They enjoy leadership
roles, and embrace change opportunities. They are already aware of the need to change
and so are very comfortable adopting new ideas. Strategies to appeal to this population
include how-to manuals/trainings and information sheets on implementation. They do not
need information to convince them to change. THEY reduce uncertainty for others.
What parts of the RBM+ system to focus
on?
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Relative advantage:
 Prevention (averting unwanted futures) less quick to be adopted than
when need is acute and benefits are therefore quick
 Includes also social status aspect for innovators and early adopters
Compatibility:
 With existing values, past experiences, needs of adopters
Complexity:
 Difficulty of understanding and using
Trialability:
 Can it be piloted on a limited basis? Very important for early adopters!
Very important for complex innovations!
Observability:
Start with
“TPS for
 Degree to which results are visible to others
services”
• Ever heard the
term “learning
organisations”?
“All real change is
grounded in new ways
of thinking and
perceiving” *
Peter Michael Senge is an American scientist and director of
the Center for Organizational Learning at the MIT Sloan
School of Management. He is known as author of the book
The Fifth Discipline: The art and practice of the learning
organization from 1990 (new edition 2006). He is a senior
lecturer at the System Dynamics Group at MIT Sloan School
of Management, and co-faculty at the New England Complex
Systems Institute. In 1997, Harvard Business Review
identified The Fifth Discipline as one of the seminal
management books of the previous 75 years. For this work,
he was named by Journal of Business Strategy as the
'Strategist of the Century'. They further said that he was one
of a very few people who 'had the greatest impact on the way
we conduct business today'.
* P. Senge, The necessary revolution, p.10
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• This is NOT just some technical seminar,
where you get to learn some tools and
techniques (well, you also get those)
• It is also about LEADERSHIP!
YOU
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• This is NOT just some technical seminar,
where you get to learn some tools and
techniques (well, you also get those)
• It is also about LEADERSHIP!
YOU
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• We want you to reflect critically during the
engagement…
 Does what you are being told make any sense, in
your context, at this time…
 Does the way it is being brought to you make any
sense…
• We want you to EXPRESS these concerns so
we can also understand better what does and
does not make sense
• We need to be aware there are cultural
differences at play that, if unrecognised, can
seriously hamper learning from each other
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Power distance expresses the
degree to which the less
powerful members of a society
accept and expect that power is
distributed unequally. Societies
exhibiting a large degree of
power distance accept a
hierarchical order in which
everybody has a place and
which needs no further
justification. In societies with
low power distance, people
strive to equalise the distribution
of power and demand
justification for inequalities of
power.
http://geerthofstede.co
m/bulgaria.ht
ml
„The uncertainty avoidance
„Individualism is a preference for a
dimension expresses the degree
loosely-knit social framework in
to which the members of a
which individuals are expected to
society feel uncomfortable with
take care of themselves and their
uncertainty (the fact that the
immediate families only. Its
future can never be known) and
opposite, Collectivism,
ambiguity: should we try to
represents a preference for a
control the future or just let it
tightly-knit framework in society
happen? Strong UA = more
in which individuals can expect
rigid codes of belief and
their relatives or members of a
behaviour and more intolerant particular in-group to look after
of unorthodox behaviour and
them in exchange for
ideas. Weak UA = a more
unquestioning loyalty. This is
relaxed attitude in which practice reflected in whether people’s selfcounts more than principles.
image is defined in terms of “I” or
“we.”
Bulgaria
70
85
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The masculinity side
represents a preference
for achievement,
heroism, assertiveness
and material reward for
success. Society at large
is more competitive. Its
opposite, femininity,
stands for a preference
for cooperation,
modesty, caring for the
weak and quality of
life. Society at large is
more consensusoriented.
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Belgium
Great Britain
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35
89
66
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• I wish you a great learning journey!
• Benedict.wauters@esf.vlaanderen.be
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