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MANAGEMENT ACCOUNTABILITY
FRAMEWORK
PERFORMANCE AGREEMENTS &
PERFORMANCE DEVELOPMENT
PLANS
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Management Accountability Framework (MAF) and
Formulation of PAs/PDPs
OBJECTIVES
1. Understand principles behind formulation of
MAF
2. Extract components of MAF that apply to
institutions
3. Share past experiences on usage of PA/PDP
4. Appreciate relationship between MAF andPAs/PDPs
5. Draft SMART commitments
6. Draft CREAM measures
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MoESD Institutional Arrangements
STWG
(Chair-PS)
Sector Plan
(IDP)(Strategy/RFT)
Sector plan
(RBB)(Finance)
(PBRS)
(PIU)
(M&E)
(DEPRS)
RPIC
(RD)
SPIC
MPIC
TWGs
(Hon. Ministers)
PIC Force(Chair-PSP)National M&E
(Chair-NSO)
Cabinet
(Chair-HE)
Data
Warehouse!!!
Focus
MAF!!!
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LEVEL 1
LEVEL 2
LEVEL 3
4 3 2 1
MINISTRY 3 2 1
DEPARTMENT 3 2 1
SECTOR
NATIONAL PRIORITIES & GOALS
Personnel PersonnelPersonnel
Ministrys performance contributes
to Sectoral Performance
Departments performancecontributes to Ministrys
performance
Personnel performancecontributes to Section/Deptsperformance
Sectoral performance contributesto National Performance
Program/Activities & Performance Linkage Ladder
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DEVELOPMENT BUDGET = 30%
70%
60-70%
BUDGET COMPOSITION
COMPOSITION OF OPERATING BUDGET
EMOLUMENT =
OPERATING BUDGET =
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Deming noted that yesterdaysperformance is tomorrows minimum
performance levels.
The MoESD need to become a high performanceorganisation and this includes amongst others:
achieving a significant rise in our individual; and collective performance
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7
Expectations of MoESD Management
Expectations of MOESD
Exemplify Public Service/charter values and ethics?
Enforce organizational coherence and alignment to outcomes?
Require and use performance information?
Foster organizational confidence in the face of inevitable change?
Secure and develop adequate analytic capacity?
Define the corporate context for managing risk?
Develop the workforce/workplace needed by the department and PublicService/teachers?
Establish a comprehensive and comprehensible system of internal controls?
Consider the citizens perspective first?
Manage accountabilities systematically?
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Exemplify Public Service/chartervalues and ethics?
Enforce organizational coherence andalignment to outcomes?
Require and use performanceinformation?
Foster organizational confidence inthe face of inevitable change?
Secure and develop adequateanalytic capacity?
Define the corporate context formanaging risk?
Develop the workforce/workplaceneeded by the department andPublic Service/teachers?
Establish a comprehensive andcomprehensible system of internalcontrols?
Consider the citizens perspectivefirst?
Manage accountabilities
systematically?
Public Service /MoESD Values
Governance&St
rategicDirection
ResultsandPerforman
ce
Learning, Innovation and
Change Management
Citizen-
Focused
Service
Human
Capital
Policies &
Programs
Risk
Mangmnt
Steward
ship
Account
ability
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Public Service /MoESD Values
Through their actions, the Ministry leaders continually reinforce the importance of
public service values and ethic in the delivery of results to Batswana(e.g. democratic,
professional, ethical etc)
Governance &
Strategic
Directions
The essential
conditions
(internalcoherence,
corporate
discipline and
alignment to
outcomes are
in place to
providestrategic
direction and
support to the
Minister,
cabinet,
Parliament and
delivery of
results
Results and
Performance
Relevant
information on
results (internal,
service and used
to make Ministry
decisions, and
public reporting
is balanced ,
transparent, and
easy tounderstand
Citizen-FocusedService
Policies and Programs
are developed outside
in, and partnerships are
encouraged and
effectively managed
Policies & Programs
Research& analytic
capacity is developed and
sustained to assure high
quality policy options,
program design and
advice to the Minister
Human Capital
People, work
environment and
focus on building
capacity & leadership
to assure its success
Risk Management
The executive team at
each level clearly defines
the corporate context
and practices for
managing clearly defined
Accountability
Accountabilities for
results are assigned and
consistent with resources,
and delegations are
appropriate to
capabilities
Stewardship
The MoESD control
structure (assets,
money, people, services,
etc) and underlying
principle clear to all staff
Learning, Innovation and Change ManagementThe MoESD promotes learning organization concepts, values corporate knowledge
and learns from its past performance . Further continuous innovation and
transformation 10
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Improve the Public Sector quality
management
Reinforce sound management in the Public
Service Management
Provide Managers with a comprehensive and
integrated model for management .
THE PURPOSE OF MAF
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SWOT
APP
MOESDpriorities
REVIEW
FORMAT
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How performance is assessed
Results
WHAT
Highest amount of
Performance Pay
Less or no
Performance Pay
HOWKey Leadership Competencies
Below
Expectations
Below
Expectations
Surpasses
Expectations
Surpasses
Expectations
Average amount of
Performance Pay
HOW is assessedas an integral
element ofBOTH
Ongoing and Key
Commitments
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HOWof the Performance
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Learning for individuals
Botswanas approach to learning begins with competency-based leadershipdevelopment (DPSM, 2011)
The Botswana Public Service has defined four key leadership competencies:
Leadership Competencies
Values & Ethics
(Mastering Complexity) Strategic
Thinking
Engagement
Drive for results (Management Excellence)
People Management
Action ManagementFinancial Management
Competencies should be used for year-over-year performance reviews
This approach encourages self-assessment and self learning as well as theidentification of corporate needs
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From a foundation of Values and
Ethics, PS leaders deliver Results
through mastering complexity,Engagement and focusing on the
customers
Key Leadership Competencies
Drive for Results
Engagement
Mastering Complexity
Values and ethics
COMPETENCIES
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WHATof the Performance
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LINKS: Cascading Commitments
Government Plans and Priorities (21
Point Agenda) Ministry Mandates
(NDP 9 Strategy Map)
PS Priorities
PS (Performance
Agreement)
Deputy PS(s) Performance
Agreement (s)Director (s) (incl. Regions)
Performance Agreement (s)
Accountabilities are
assigned through all
Depts, Divs and
policy and program
areas
Ministry BSC
Job Effectiveness
descriptions
provide much of
the information for
Ongoing
Commitments
ProsperityforAll
WorldClassPu
blicService
(5KRAsfromthe21
PointAgenda)
School Head
Performance Agreement (s) 18
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The PS evaluates the effectiveness of the way
departments/Regions/Schools manage the
Performance Management Plan based on
Alignment of high quality commitments with corporate business plans andthe PSs priorities, cascading from deputy level to Directors/School Headand horizontally integrated
Quality of feedback on results achieved and opportunities and supportprovided to improve performance
Equitable, consistent and transparent assessment of performance
DPS/Director/School Head understanding of the process and confidencethat the PMP supports them
Linkages to Key Leadership Competencies, training and development,talent management, HR Planning
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Public Service /MoESD Values
Through their actions, the Ministry leaders continually reinforce the importance of
public service values and ethic in the delivery of results to Batswana(e.g. democratic,
professional, ethical etc)
Governanc
e &
Strategic
Directions
The essential
conditions
(internalcoherence,
corporate
discipline and
alignment to
outcomes are
in place to
providestrategic
direction and
support to the
Minister,
cabinet,
Parliament and
delivery of
results
Results and
Performance
Relevant
information on
results (internal,
service and used
to make Ministry
decisions, and
public reporting
is balanced ,
transparent, and
easy tounderstand
Citizen-FocusedService
Policies and Programs
are developed outside
in, and partnerships are
encouraged and
effectively managed
Policies & Programs
Research& analytic
capacity is developed and
sustained to assure high
quality policy options,
program design and
advice to the Minister
Human Capital
People, work
environment and
focus on building
capacity & leadership
to assure its success
Risk Management
The executive team at
each level clearly defines
the corporate context
and practices for
managing clearly defined
Accountability
Accountabilities for
results are assigned and
consistent with resources,
and delegations are
appropriate to
capabilities
Stewardship
The MoESD control
structure (assets,
money, people, services,
etc) and underlying
principle clear to all staff
Learning, Innovation and Change ManagementThe MoESD promotes learning organization concepts, values corporate knowledge
and learns from its past performance . Further continuous innovation and
transformation 20
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MAF discussions II2.docx
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http://localhost/var/www/apps/conversion/tmp/scratch_7/MAF%20discussions%20II2.docxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/MAF%20discussions%20II2.docx7/29/2019 Maf & Pa & Measures
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ACTIVITY 1
Divide into 10 groups/one per component
Using the MAF components and its
descriptors, complete the table by customizing
your components to school level
Group work 15 minutes
Present work: 5 minutes/group
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Formulation of PAs/PDPs
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SCHOOL HEAD PA/PDP
Scheme of work
Introduction 5 minutes
Group build up 5 minutes
Activity 15 minutes
Presentations 25 minutes Exposition (Uses & Alignment) 10 minutes
Total time = 1 hour
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SCHOOL HEAD PA/PDP
Activity 2
1. List the uses of a PA/PDP.
2. What tool do you use to come up withcommitments/objectives?
3. Discuss your PAs/ PDPs commitments/objectives andtheir relevance to your deliverables.
4. Discuss Your PA/PDPs commitments/objectives andhow they helped to move your institution forward.
5. Present your work.
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USES
PA/PDP is used to
Monitor performance
Guide performance
Give leadership
Align with others
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What is a PA?
The Performance Agreement is a mutual understanding
between the Supervisor and the supervisee as to what is
expected from the individual and how performance will be
assessed.
It documents the commitments with performance measures at
the beginning of the performance cycle and documents the
results achieved at the end of the performance cycle
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PAs should be developed right after organisation
planning decisions have been made Developing PAs in intact teams
Promotes clear accountabilities
Promotes horizontality
Establishes clarity and a clear cascading ofcommitments
Supports horizontal planning
Terminology and basic concepts:
When and how PAs are developed matters
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The Performance Agreement should:
Support and reinforce the achievement of MoESDbusiness plan;
Stimulate a dialogue on management expectations in
terms of what must be accomplished and how; Serve as a tool which will support a consistent and
continuous approach to performance management;and
Be kept current by documenting commitmentsachieved or revised throughout the performance cycle.
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COMMITMENT
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COMMITMENT
SWOT
APP
MOESD
priorities
REVIEW
FORMAT
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Selecting commitmentsMAF components Description The school
Public service /
MOESD Values
How Teaching and Non-
Teaching Staff conductthemselves (on a day to day
basis) in their dealings with
the public and amongst
themselves as defined by
public expectations
School values / principles Published based on
the Public Service Chapter ( Timeliness,Respect,Botho,Integrity)
(might reflect in the school motto)
Theory of axiology/society of unified culture
(Spiritual Values)
Professionalism
Learning, innovation
and change
management
Teaching and Non Teaching
Staff are up to the task
through continuous learning.
They are creative and take
advantage of change
opportunities.
Self motivated learning for both learners and
staff
Self-transformation - Life planning for learners
and teachers and non teaching staff
Institutionalized learning to overcome
challenges
Interpretation of the work environment Social / community engagement for example
indigenous knowledge (mutual)
New ways of implementing the curriculum
Creative Teaching and learning
Creativity in Management
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C di C it t
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Cascading Commitments
The idea behind cascading is simple: the work of senior executives should be reflected to some degree
in the work of executive reporting to them,
while clearly identifying the accountabilities at each level.
Commitments of the most senior level executives should alignwith the priorities of the department, and these in turn should
align with the priorities of the government.
That way, the accountabilities of any given executive align with
the strategic outcomes both of the organization and of thegovernment of The Republic of Botswana.
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Good Practice
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Good Practice
Commitments developed independently can result in
disconnected efforts, and those developed by cut-and-paste tend to lose meaning.
The best way to ensure good cascading both alignment
and disaggregation is to have the right kind of process
in place.
This process should capitalize on sound corporate
planning. The best way to ensure effective alignment,
both vertical and horizontal, is to establish an effectivePMA Planning process.
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ST
ST Goal
ST. Obj
INT 2
TASK
TASK
TASK
INT 2TASK
TASK
TASK
DSH HoD HoD HoD HoDB S G c c s
1
s
2
s
1
s
2
s
3
s
1
s
2
s
3
X X X X X X X X X X X
X X X X X X X X X
X X X X X X X
X X X X X X X X X
X X X X X X X X X X X X
X X X X X X X X X
X X X X X X X X X
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The main design elements of a PA/PDP are:
Ongoing commitments
Key commitments Performance Measures
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Ongoing Commitments
Ongoing commitments are principal, on-going results
linked to business plans and/or corporate priorities that
the executive is expected to accomplish and for which an
executive earns a base salary.
Movement within the salary range will be earned
based on the achievement of the ongoing
commitments.
Further, the ongoing commitments must be met
before the key commitments will be assessed for
Performance Pay purposes.
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What is a key Commitment?
Key commitments are priority areas of focus, linked to
business plans and/or corporate priorities, which are intended
to be challenging but achievable with effort.
Key commitments could represent significant improvements
or changes in an ongoing commitment area, introduction of anew initiative, focus on an area requiring special attention,
etc.
At risk pay/13th Cheaque (lump sum) will be earned based on
the achievement of the key commitments. A Performance Agreement will include between one and three
key commitments.
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Examples of commitments
Commitment: A robust succession plan to addressprojected teacher shortages (due to study leaves) isdeveloped and implemented by Sept 30, 2013
Commitment: Establish a special educationcommittee to support SEN learners by October 31,2013
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Specific Provides clear direction on whatactions must be taken, easy tounderstand.
Measurable Quantifiable and verifiable
through measurement. Attainable Realistic given organizational
capabilities.
Results Oriented Focused on anoutcome, not the method by which youget there.
Time Bound Set around some time
frame that is reasonable
SMART COMMITMENTS
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Characteristics of good commitments continued:
SpecificityDefiniteness of
the commitment
SimplicityA commitment
to one thing
AttainabilityWithin sphere of
influence andcontrol
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S ifi it
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Specificity = definiteness of the commitment
A specific commitment is clear and easy to understand, free fromjargon or bureaucratese, and focuses on a definite theme. A
specific commitment should be headed by a strong action verb
(e.g., reduce, increase, design, implement) rather than a
weak action verb (e.g., ensure, contribute, facilitate). Example:
I will develop and implement a succession plan to address projected staff
shortages in HR and Finance
Two strong verbs express this commitment. It is clear to the reader what it
means to develop and to implement something.
It also states clearly what is being developed and why.
To provide further definition to this commitment, performance measures can
also be used to provide even more detail on how the commitment will be
carried out and how its success will be measured
Specificity
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S ifi it
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Specificity By contrast, the following examples lack the same degree of specificity:
Human resources excellence
Develop teamwork within the Branch
The second commitment is simple, actively expressed, and concise.
And yet it is unsatisfactory as a commitment, because teamwork is a very broad
concept with a number of facets, for example:
taking a team-based approach to the doing of work,
establishing a system to reward teamwork or addressing conflict within or
among teams.
The commitment could be pointing in many different directions at once.
Adding a qualifying phrase (by, through, etc.) provides the missinginformation;
Another example:
Encourage team building by obtaining employee input and participation in
business planning and reporting by XXX.
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ifi i
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Example: Support corporate-wide activities
Is this specific? Not really.
Which corporate-wide activities are at stake?
How will they be supported?
The verb is in the active voice, which is a plus, and
the syntax is straightforward,
but commitment is not at all specific
A Note on Specificity and X Level
Performance agreements at all levels in the organization should be specific, evenif the scope of the commitments changes. That is, the scope of an DPS
commitment could be organization-wide, while the Directors scope is part of the
organization.
Both can be equally specific about what thy are committing to do.
Specificity
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Simplicity = a commitment to one thing
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Simplicity = a commitment to one thing.
Simplicity = a commitment to one thing.
The opposite is complexity or reference to many things at once.
Examples
I will implement the strategic plan for the Region, ensure that
employees feel valued and respected, and take steps to build
learning plans for every employee by XXXX. There are three commitments here, not one.
Each, moreover, is a substantial commitment.
Packaging them together makes it almost impossible to state an adequate
set of performance measures.
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Here is an example:
Conclude the consultation and reorganization of the
regional offices and implement Phase I of the Transition
Initiative by June 30 2012.
Technically, there are two commitments,
but they are closely linked and warrant being treated
together.
The theme is the same, and thus the commitment is
considered simple.
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Attainability = within the individuals sphere
of influence and control.
Explanation: Commitments express individual accountabilities.
Individuals can be held accountable for something only if they
are in a position to do it. This does not mean, of course, that
they have to be in a position to do it themselves.
MoESD are often not the ones who do but the ones who
motivate and inspire others.
Being in a position to do italso means being in a position to get
it done.
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Example
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Example
Good examples of commitments that are attainable:
Manage the development and production of the Departmental Annual
Report to inform strategic planning by XXXX .
Develop competency profiles and competency-based developmental
options for the CS group to inform recruitment by XXXX.
Here is an example of a commitment that is not attainable: Conclude multilateral agreements with 50 countries
Assume it is possible for one individual to pursue multilateral
agreements with 50 countries. What seems well beyond the
sphere of the individual, or any team of individuals, is
concluding the 50 agreements. This would require the
agreement of the other parties; their agreement is solelywithin their sphere of influence and control. As a result, this
commitment is not attainable.
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A Special Note on Attainability
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A Special Note on Attainability
Attainability also depends on executive level. A
commitment like the following, which is attainable foran DPS or Director, is not attainable for an PS:
Manage regional financial resources within delegated
authorities and in accordance with the principles of modern
comptrollership by March 30. 2012
One of the reasons for insisting that commitments
cascade through the management hierarchy is to
ensure that they are appropriate to the executive level
and hence attainable.
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The PA template has: Ongoing commitments (3-5)
Key Commitments (1-3)
Results Achieved
A written assessment of results and the Key LeadershipCompetencies demonstrated
The signatures of the executive and the supervisor uponagreement about the commitments that are to be achieve
The PA may also have a section for individual development Development Commitments (1 to 2)
The Performance Agreement (PA) Template is a tool to help executives
establish PAs
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Ministry /Department/Institution
Between: Performance Agreement Reviews of this agreement were conducted on the following dates:
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Between:
and:
Signature:
Date:
Performance Agreement
(year year)
Reviews of this agreement were conducted on the following dates:
Mid-term:
Priorities of the
MinistryRegional
Priorities
Ongoing COMMITMENT
(3 to 5 commitments)
Performance Measures
(1 to 3 per commitment)
Results Achieved
(for each commitment)
Key Commitments
(1-3)
Performance Measures
(1 to 3 per commitment)
Personal Dev COMMITMENTS
(1 to 2)
Performance Measures
(1 to 3 per commitment)
Results Achieved
(for each commitment)
I have read this assessment:
Signatures:
DRO:
Date:
School Head:
Date:
Ongoing Commitments Rating:
Personal Dev. Commitments Rating:
Evaluation
Narrative Assessment
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Activity 3
Work in the same 10 groups established for MAF
activity 1
Using the school level MAF components identified in
activity 1 as a starting point draft:
1 ongoing1 key commitment
Commitments should be SMART and
At the level of a School Head
Group work: 15 minutes
Presentations: 5 minutes/ group
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Performance measures
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Importance of measures
Give employees direction in what needs to beaccomplished by providing more detail on how thecommitment will be carried out
Checks that non-negotiable performance standards are
being met Used to identify successes and where improvement is
needed.
Alerts the organisation to the need for strategyadjustments
Used to challenge assumptions made in thedevelopment of the strategy to ensure the strategy ison course and valid
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Performance Measures
Performance measures for commitments must be
quantifiable, observable, describe how one knows the
results have been achieved and define standards for
expected level of achievement for these results.
Performance measures are results-oriented,
measurable and concrete.
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CREAM PERFORMANCE MEASURES
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CREAM PERFORMANCE MEASURES
Clear- precise and unambiguous
Relevant-appropriate to the subject, focused onthe strategy
Economic-available at a reasonable cost
Adequate-provide a sufficient basis to assessperformance, how regularly can they beupdated? Can meaningful targets be set toshow improvement
Monitorable-amenable to independentvalidation, reliable, repeatable over time,
Kusek & Rist 2004
Kaplan & Norton 1996
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Lag vs Lead measures
Lag Measures Lead measuresOutcome Measures Driver Measures
Measures performance results at the
end of an activity
Measures progress periodically
throughout the activity
Usually easily measured Allow adjustments to be made in the
strategyMeasures effects of the activity after
the fact
Assumes that progress on the measure
will result in a distant and separate
outcome
JCE Credit pass rate Credit pass on termly examinations
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Operational vs Strategic measures
Operational Measures Strategic MeasuresLow level High level
Measures activities,
processes & outputs
Measures outcomes
necessary many Critical few
No. standardised tests Percent improvement in PSLE
credit pass
Compliance to service
standards
Customer satisfaction level
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Improve quality ofM
Tier commitment
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Improve quality of
Teaching and learning
to increase
employability of
learners
Improve quality
of teaching to
increase transition
rate
Increase
use of child
centered teaching
methods to increase
pass rate
Transition rate
Employment index
Pass rate in my subject
PS / Regional
Director
School Head
Senior Teacher 1
Measures
Monitor use
of child centered teaching
methodologies to improve
academic achievement
Institutional Pass rateDeputy School Head
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Identifying measures
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Identifying measuresValue trees or 3 step method
Developinnovative
teaching
methods to
improve learning
by XXXX
Capacitate teachers
Resource procurement
Enhance supervision
% lessons usinginnovated teaching
Transition rate
% improvement in
pass rate
COMMITMENT DRIVERS OR
CRITICAL SUCCESS
FACTORSMEASURES
1. What we
want
2. What we need
to do
3. How we
measure
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Performance Measures