2.20 How do we oversee the implementation of a results-based plan?

The Short Answer

Create a regular (i.e. monthly or quarterly) review process which considers:

  • Are the elements of the plan being implemented on time?  A common format for an implementation plan lists the tasks (or goals and objectives) down the leftmost column, and then tracks across the top: description of the task, primary and secondary responsibility, start and completion dates, and a column for reporting status.
  • Are they being done well? A set of “headline” performance measures should serve as the basis for regular reporting, review of performance, and agreement on changes in practice as necessary.
  • Is the plan making a difference? Does the plan need to be changed? The basic notion of Results-Based Accountability is a continuing process to do what it takes to turn the curve on the well-being of children and families. This requires a structured and thoughtful process to assess overall progress and make midcourse corrections.

Full Answer

The answer to this question depends a lot on who is overseeing implementation.

There are at least four basic questions to consider in any effort to oversee this, or any, plan:

(1) Are the elements of the plan being implemented on time?
(2) Are they being done well?
(3) Is the plan making a difference? Does the plan need to be changed?

(1) Are the elements of the plan being implemented on time?  This is an old and well established part of management practice. If the plan provides the basic information on who is to do what when and with what resources, then it is a straightforaward matter to check on which pieces are complete and are they on time. A common format for an implementation plan lists the tasks (or goals and objectives) down the leftmost column, and then tracks across the top: description of the task, primary and secondary responsibility, start and completion dates, and a column for reporting status.

(2) Are they being done well? This is a matter of performance measurement and performance accountability. For the plan as a whole and for each element of the plan, there should be a set of “headline” performance measures. These then serve as the basis for regular reporting, review of performance, and agreement on changes in practice as necessary.

(3) Is the plan making a difference? Does the plan need to be changed? The basic notion of Results-Based Accountability is a continuing process to do what it takes to turn the curve on the well-being of children and families. There will always be more to consider and more to do. No good plan is static. The process is not complete unless there is a regular (i.e. monthly or quarterly), structured and thoughtful process to assess overall progress and make midcourse corrections. This kind of change can not be fully delegated from the original decision making body. Substantive changes must be considered and decided with the same authority that established the plan in the first place.

(4) Three tools to consider: