A PRESENTATION ON RESULTS
ORIENTED MANAGEMENT TO DGAL
PUBLIC SERVICE INSPECTION
MINISTRY OF PUBLIC SERVICE
OBJECTIVE OF THE PRESENTATION
• Provide an overview of Results Oriented
Management (ROM) implementation in the
• Outline the key elements of ROM
• Demonstrate that the Results Framework
can be applied to manage Performance
• Outline the benefits, challenges and way
• Obtain commitment and support for ROM.
Outline of the presentation
• Introduction and background
• What is ROM?
• The Uganda Public Service ROM
• Application of ROM as an integrated
• Benefits, Challenges and Way forward
1. Introduction and Background
• ROM a recommendation of the PSRRC
• Piloted in 1996/7 in 5 Ministries and 5
• 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.
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
– developing indicators to measure the
level of achievement”.
3. Key Elements of the ROM Framework
• Mission Statement
• Performance Indicators
Strategic Plans Published
3 (b) Operationalizing the ROM Framework
The second stage of ROM to manage
performance in an integrated approach
Develop/ revise mission
Develop performance indicators
and identify performance data
Actions to improve
Implement and maintain
3 (c)The Uganda Public Service ROM Framework
sanctions and publicity
• 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.
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
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
• Provides answers to the questions like :
– Why does this organization exist? (i.e clarity of
– What is it trying to achieve?
– What is unique about this organization?
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
• To promote and protect Uganda’s
national interests abroad.
• Objectives are a breakdown of the
mission statement into a few high level
statements of intended achievements.
Should be logically linked to the mission
• Are statements that concretely and
specifically describe a result or outcome
to be achieved.
• Good objectives should be SMART.
• An output is a product or service
produced by an individual or
organisation in order to achieve an
• The planned results from a set of
activities the organisation has
reasonable control over.
–Objective: To increase the level of
–Output: Pupils complete primary
–Objective: To provide accessible
–Output: Primary health care
Examples of Outputs and
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
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.
Types of Indicators
Measure of the extent to which outputs
produced meet objectives and plan, e.g.
revenue realization rate, Number of
Undersecretaries completing the course.
Measure of the output produced in
relation to inputs consumed, e.g. unit
cost of producing a borehole.
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
– Note: Determine sources of information,
frequency and ease of obtaining the
information in order to measure
• A target is a quantitative or qualitative
output to be delivered over a given period
• When setting targets, the following should
– Available resource
– Past performance
• Targets should be:
– Realistic and achievable
– Challenging and not simplistic
– Jointly agreed and determined
4. Application of ROM as an
Integrated Performance Management
• 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
– Reward and recognition
– Performance improvement
– Development of a client charter
ROM: Continuous performance
Implement and maintain
sanctions and publicity
Background: PEAP, Sector Plans, MTEF and
Results framework Baseline data
4.1 Performance planning and
The Annual Performance Plans should
contain the following:
• The Vision of the organisation
• The Mission statement
• Strategic Objectives
• Key Outputs, Performance Indicators
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.
4.2 ROM and Staff Performance
• 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
• The format for the individual plan same as
• Staff Performance Appraisal Instrument used
to evaluate individual performance.
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.
• 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
• Quantity is the actual or planned volume of an
output. Unit of output (Number, value,
kilometres, area, etc.)
• Through performance measurement,
• Takes stock of past performance.
• Focuses on what can be done to
improve future performance.
• Ensured of continuous improvements
• Motivates staff to perform better.
• Budget better, where should additional
funding be allocated?
• Promote its achievement through
• Learns what is going on, what works
and what failed.
• Celebrate success on attaining
Format for A Performance Report
Institutions should always prepare Performance
4.4. Rewarding and Recognizing
• Good performance should be
• Sanctions should be applied against
4.5 Performance Improvement
• Steps must be undertaken to address the
gap between actual achievement and what
• This implies asking questions Regarding:
– Objectives and targets
– Work environment
– Resource allocation
• What went well? What did not go well? What
are we going to do about it?
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
• Performance measurement, reward and
recognition and performance improvement
should take into account feedback from
6. ROM Implementation structure
• Central ROM Unit
• Chief Executives of MDAs and LGs
• ROM team – all HoD
• ROM focal point officer/facilitator
5. Benefits of ROM
• A uniform planning and performance
• Setting priorities in line with national goals
• Output focused budgeting
• Setting SMART objectives, with clearly
defined outputs, indicators and related
• Measurement of actual achievements
• Evidence of progress being made against
• Designing Performance improvement plans
based on identified performance needs
• Clarity about individual contribution to
strategic and Departmental objectives and
• Appraisal based on specific objectives and
• Identifying cost efficiency and effectiveness
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
7. Way forward
• Re-energize ROM implementation in
MDAs and LGs as an integrated
Performance management framework.
• Train ROM Facilitators in MDAs and
• Cascade ROM to individual staff level.
• Support MDAs and LGs to develop
• 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
• Senior Management should provide
leadership by example in
implementation of ROM, advocate for
and market it within and outside the