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  2. 25/03/2023 2 OBJECTIVE OF THE PRESENTATION • Provide an overview of Results Oriented Management (ROM) implementation in the Public Service • Outline the key elements of ROM • Demonstrate that the Results Framework can be applied to manage Performance • Outline the benefits, challenges and way forward • Obtain commitment and support for ROM.
  3. 25/03/2023 3 Outline of the presentation • Introduction and background • What is ROM? • The Uganda Public Service ROM framework • Application of ROM as an integrated performance tool • Benefits, Challenges and Way forward
  4. 25/03/2023 4 1. Introduction and Background • ROM a recommendation of the PSRRC 1989/90. • Piloted in 1996/7 in 5 Ministries and 5 Districts. • Approved for full implementation across the Public Service in 1998 • Central ROM Unit (CRU) formed in MoPS to spearhead the initiative. • ROM introduced at strategic level to most MDAs and LGs between 2000 - 2001. • Implementation and cascading to date.
  5. 25/03/2023 5 2. What is ROM ? ROM is an integrated performance management tool which seeks to optimize the use of resources by: – “clearly defining the purpose for which an organization exists, – setting clear objectives for the services that it provides, – specifying the key outputs that it must achieve, and, – developing indicators to measure the level of achievement”.
  6. 25/03/2023 6 3. Key Elements of the ROM Framework • Vision • Mission Statement • Objectives • Outputs • Performance Indicators • Targets
  7. 25/03/2023 7 Framework for ROM: Develop ROM elements in each organization National/Sector Outcomes Mission statement Objectives Outputs Performance indicators Baseline Data 3 (a) An Institutional ROM Framework
  8. 25/03/2023 8 Operational: Translate ROM elements into plans/ budgets Annual plan/budget Actions to improve performance Performance monitoring, Evaluation, Staff Appraisal Implement and maintain Performance data Strategic Plans Published Service Delivery Standards (Charters) 3 (b) Operationalizing the ROM Framework Reward and Recognition The second stage of ROM to manage performance in an integrated approach
  9. 25/03/2023 9 Framework for ROM: Develop ROM elements in each organization Operational: Translate ROM elements into plans/ budget National/Sector Outcomes Advance reading and preparation Develop/ revise mission statement Define objectives Identify outputs Develop performance indicators and identify performance data Annual plan/budget Actions to improve performance Performance monitoring and evaluation Implement and maintain Performance data Strategic Plans Baseline Data Published Service Delivery Standards (Charter) 3 (c)The Uganda Public Service ROM Framework Recognition: Rewards, sanctions and publicity
  10. 25/03/2023 10 3.1 Vision • A vision is the desired future state that the organisation wishes to create. • Drives the organisation to be the most, the greatest and the best. • Inspires and excites the human imagination, challenges and motivates the staff. • Should be communicated by leadership, shared and owned with all staff and operationalised in the mission statement.
  11. 25/03/2023 11 Visions - examples • To be a nation of prosperous people living harmoniously in a beautiful country- Uganda • A prosperous and development oriented population accessing quality services and managing natural resources sustainably - Entebbe Municipal Council • To give ordinary folk the chance to buy the same things as rich people - WAL- MART • A secure nation with a prosperous people-MoFA
  12. 25/03/2023 12 3.2 Mission statement • A mission statement is the purpose or reason for which an organisation exists. • It helps an organisation to focus on its reason for existence, and its unique contribution. • Provides answers to the questions like : – Why does this organization exist? (i.e clarity of purpose) – What is it trying to achieve? – What is unique about this organization?
  13. 25/03/2023 13 Mission Statement • A good mission statement should be: –Clear –Brief –Output/Service focused –Memorable –Felt and owned by staff –Published –Dynamic
  14. 25/03/2023 14 Examples of Mission Statements • “To serve the community through the coordinated delivery of services which focus on national and local priorities for sustainable development” –Luwero DLG. • To promote and protect Uganda’s national interests abroad.
  15. 25/03/2023 15 3.3 Objectives • Objectives are a breakdown of the mission statement into a few high level statements of intended achievements. Should be logically linked to the mission statement. • Are statements that concretely and specifically describe a result or outcome to be achieved. • Good objectives should be SMART.
  16. 25/03/2023 16 • An output is a product or service produced by an individual or organisation in order to achieve an objective. • The planned results from a set of activities the organisation has reasonable control over. 3.4 Outputs
  17. 25/03/2023 17 –Objective: To increase the level of basic education –Output: Pupils complete primary education –Objective: To provide accessible health services –Output: Primary health care package delivered Examples of Outputs and objectives
  18. 25/03/2023 18 Outputs and Outcomes • Output: product or service which the organisation has control over. • Outcome: what happens in the environment as a result of outputs? The impact – Organization alone does not have control over outcome, for example; – Output: Pupils complete primary education – Outcome: improved literacy levels, increased household incomes, better health
  19. 25/03/2023 19 3.5 Performance Indicators • A performance indicator is a measure that shows the degree to which objectives, outputs and outcomes are being achieved in relation to targets.
  20. 25/03/2023 20 Types of Indicators • Effectiveness: Measure of the extent to which outputs produced meet objectives and plan, e.g. revenue realization rate, Number of Undersecretaries completing the course. • Efficiency: Measure of the output produced in relation to inputs consumed, e.g. unit cost of producing a borehole.
  21. 25/03/2023 21 Types of Indicators • Customer service: The degree to which the output satisfies the recipient, e.g. community satisfaction rate. • Reach/Coverage: The extent to which the target population is served, e.g. rural accessibility to safe water, feeder road coverage. – Note: Determine sources of information, frequency and ease of obtaining the information in order to measure performance.
  22. 25/03/2023 22 3.6 Targets • A target is a quantitative or qualitative output to be delivered over a given period of time. • When setting targets, the following should be considered: – Available resource – Past performance • Targets should be: – Realistic and achievable – Challenging and not simplistic – Jointly agreed and determined
  23. 25/03/2023 23 4. Application of ROM as an Integrated Performance Management System • The Results Framework when developed should be used both at the institutional and individual staff level for: – Performance Planning and Budgeting – Performance monitoring and evaluation and reporting. – Reward and recognition – Performance improvement – Development of a client charter
  24. 25/03/2023 24 ROM: Continuous performance improvement cycle Operational: Translate Results Framework into plans/ budget Annual plan/budget Performance improvement plans Appraisal, Monitoring and Evaluation Implement and maintain Performance data Recognition: Rewards, sanctions and publicity Strategic Plans Citizens (Client) Charter Background: PEAP, Sector Plans, MTEF and Results framework Baseline data
  25. 25/03/2023 25 4.1 Performance planning and budgeting The Annual Performance Plans should contain the following: • The Vision of the organisation • The Mission statement • Strategic Objectives • Key Outputs, Performance Indicators and Targets
  26. 25/03/2023 26 Performance planning and budgeting The Ministerial Performance Plan should be directly linked to: • The Policy Statement • The Annual work plan and budget at the macro and Departmental level. • Jointly developed and agreed by the CEO and all HoDs.
  27. 25/03/2023 27 Format for Performance Plan Key Output Performance Indicator Target Remarks Objective:
  28. 25/03/2023 28 The Planning and Budgeting process SECTOR (Public Admn) VOTE VOTE VOTE COST CENTRE Project F$A COST CENTER OBJECTIVE 1 COST CENTRE OBJECTIVE 2 OBJECTIVE 3 COST CENTRE
  29. 25/03/2023 29 The Planning and Budgeting process OBJECTIVE OUTPUT 1 (Products) (Services) OUTPUT 2 OUTPUT 3 ACTIVITY (Doing/ Tasks) ACTIVITY 2 INPUT 1 INPUT 2 COST COST INPUT 1 INPUT 2 COST COST
  30. 25/03/2023 30 4.2 ROM and Staff Performance Appraisal • Departmental objectives and outputs should be cascaded down to the Individual level. • Individuals must be clear how they contribute to the overall organizational objectives and outputs. • Individual assessment should be based on outputs. • The format for the individual plan same as organizational one. • Staff Performance Appraisal Instrument used to evaluate individual performance.
  31. 25/03/2023 31 4.3 Performance Measurement • The process of evaluating performance to determine what was achieved and how well it was achieved. • Determination of an aspect of the output delivered or planned in terms of quantity, quality, cost and time.
  32. 25/03/2023 32 Performance Measurement Cost: - total costs - cost per unit of output Quantity and Volume: - total output Time: - on schedule Quality: - customer/client satisfaction - standards met
  33. 25/03/2023 33 Performance measure • Cost is mainly valued in monetary terms e.g. cost per staff recruited • Time can be expressed in units of hours, days, months, years, etc. • Quality is Comparative (e.g. kms. up to standard, grades achieved in P7). Quality measures can be expressed in percentage terms. • Quantity is the actual or planned volume of an output. Unit of output (Number, value, kilometres, area, etc.)
  34. 25/03/2023 34 Performance Measurement • Through performance measurement, the organization:- • Takes stock of past performance. • Focuses on what can be done to improve future performance. • Ensured of continuous improvements in performance. • Motivates staff to perform better.
  35. 25/03/2023 35 Performance Measurement • Budget better, where should additional funding be allocated? • Promote its achievement through performance reports • Learns what is going on, what works and what failed. • Celebrate success on attaining meaningful objectives
  36. 25/03/2023 36 Format for A Performance Report Key Output Performance Indicator Target Actual Achievement Remarks Objective: Institutions should always prepare Performance Reports
  37. 25/03/2023 37 4.4. Rewarding and Recognizing Performance • Good performance should be recognized. • Sanctions should be applied against unsatisfactory performance.
  38. 25/03/2023 38 4.5 Performance Improvement • Steps must be undertaken to address the gap between actual achievement and what was planned. • This implies asking questions Regarding: – Objectives and targets – Structure – Staff – Work environment – Resource allocation • What went well? What did not go well? What are we going to do about it?
  39. 25/03/2023 39 4.6 Client Charters • A client charter is a social contract between the service provider and the service recipients. It is part of the ROM framework. • The objectives are: – to inform clients about the services provided and the service standards. – Provide a feedback and accountability framework. – Create client focus. • Pilot implementation on-going in 3 MDAs and 3 LGs • Performance measurement, reward and recognition and performance improvement should take into account feedback from clients.
  40. 25/03/2023 40 6. ROM Implementation structure • Central ROM Unit • Chief Executives of MDAs and LGs • ROM team – all HoD • ROM focal point officer/facilitator
  41. 25/03/2023 41 5. Benefits of ROM • A uniform planning and performance management framework • Setting priorities in line with national goals • Output focused budgeting • Setting SMART objectives, with clearly defined outputs, indicators and related budgets • Measurement of actual achievements • Evidence of progress being made against planned outputs
  42. 25/03/2023 42 Benefits continued • Designing Performance improvement plans based on identified performance needs • Clarity about individual contribution to strategic and Departmental objectives and outputs • Appraisal based on specific objectives and outputs • Identifying cost efficiency and effectiveness measures.
  43. 25/03/2023 43 6. Challenges of ROM implementation • Leadership, ownership and commitment at all levels • Need for change management • Decentralization challenges • Information management systems • Demand for results • Setting performance and service delivery standards
  44. 25/03/2023 44 7. Way forward • Re-energize ROM implementation in MDAs and LGs as an integrated Performance management framework. • Train ROM Facilitators in MDAs and LGs. • Cascade ROM to individual staff level. • Support MDAs and LGs to develop client charters.
  45. 25/03/2023 45 Conclusion • Successful implementation of ROM requires commitment and collaborative efforts of all those involved. • Ownership and implementation ROM will contribute to improved service delivery and subsequently attainment of NDP objectives. • Senior Management should provide leadership by example in implementation of ROM, advocate for and market it within and outside the MDA.
  46. 25/03/2023 46 I Thank You for Listening ‘Results speak for themselves’