A PRESENTATION ON RESULTS
ORIENTED MANAGEMENT TO DGAL
PUBLIC SERVICE INSPECTION
MINISTRY OF PUBLIC SERVICE

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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.

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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

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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.

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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”.

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3. Key Elements of the ROM Framework
• Vision
• Mission Statement
• Objectives
• Outputs
• Performance Indicators
• Targets

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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

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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

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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

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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.

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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

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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?

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Mission Statement
• A good mission statement should be:
–Clear
–Brief
–Output/Service focused
–Memorable
–Felt and owned by staff
–Published
–Dynamic

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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.

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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.

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• 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

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–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

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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

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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.

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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.

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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.

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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

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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

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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

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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

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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.

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Format for Performance Plan
Key
Output
Performance
Indicator
Target Remarks
Objective:

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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

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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

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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.

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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.

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Performance Measurement
Cost:
- total costs
- cost per unit of
output
Quantity and
Volume:
- total output
Time:
- on schedule
Quality:
- customer/client
satisfaction
- standards met

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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.)

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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.

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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

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Format for A Performance Report
Key
Output
Performance
Indicator
Target Actual
Achievement
Remarks
Objective:
Institutions should always prepare Performance
Reports

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4.4. Rewarding and Recognizing
Performance
• Good performance should be
recognized.
• Sanctions should be applied against
unsatisfactory performance.

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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?

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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.

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6. ROM Implementation structure
• Central ROM Unit
• Chief Executives of MDAs and LGs
• ROM team – all HoD
• ROM focal point officer/facilitator

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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

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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.

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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

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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.

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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.

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I Thank You for Listening
‘Results speak for themselves’