61fd318f85e8b911dc76be4b - FLN Academy 2 - Delivery

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Delivery Planning and Data Systems

Let’s Chat!
What do you hope to achieve out of our session today?

Our presenters
Richard Page-Jones Hafsa Iqbal Raahema Siddiqui

7
Delivery Associates works with governments to transform citizens’ lives
Organizing for Delivery Driving Delivery

Bringing delivery insight to solve Embedding support to keep focus
governments’ most critical issues and overcome implementation
challenges
Lasting meaningful
resultsmeaningful
Lasting for citizens
results for citizens
Leveraging technology for Building Delivery capacity

Delivery
Applying technology solutions to Training the next generation of
accelerate and deepen impact at public sector leaders
lower cost

8
Using the Deliverology® approach, governments across all continents have delivered
concrete results for citizens
Punjab Brunei
38% Most improved
increase in medicine
country on the World
dispensation from 2015 to
Bank’s Doing Business
2017
Index three years in a
row
New South Wales

179,000
new jobs in two years
+50 countries
Western Cape
Peru
5,328
16% more technology-
improvement in trust in the enabled classrooms
police in 6 months built in schools
Our Agenda for today
10 min Welcome and Opening Remarks
15 min What is Deliverology®?
25 min Planning for Delivery
30 min Data Systems for Delivery
10 min Summary and Closing

You can access Delivery resources on the FLN Hub
Implementation Playbook Capacity Builder
Use the “Register your interest” button on the

FLN Hub Capacity Builder page for access to the
tool


“Education is the most powerful weapon which you
can use to change the world”
- Nelson Mandela

What does it take to implement
successful FLN education reform?

Governments often underestimate the importance of implementation
Unsuccessful reforms spend 90% of the For reforms to be successful, 90% of the
effort on policy and 10% on effort has to be focused on quality
implementation implementation
Policy Implementation Policy Implementation
90 : 10 10 : 90
Fails Succeeds

Deliverology® is a systematic process to reform services so that
we improve citizens' lives
It helps deliver lasting and meaningful results

for citizens

To support effective delivery, it is important to create strong foundations and
execute with precision
Strong Foundations High quality execution
• ‘Good enough’ plans • Use data to get a practical focus
• Governance and
• ‘Go to the ground’ and learn
fast
accountability
• Set routines and solve problems
• Supporting tools and guidance
• Convene and communicate
• Building commitment and
focus

17
Effective delivery is underpinned by a culture of ambition, focus, and urgency
Believe in step change

Ambition
Get it done as well as possible
Clear sustained priorities

Focus
Avoiding distractions
Confront the facts

Clarity
Know what’s happening on the ground now
Avoid complacency
Urgency
Continually build momentum
Structure, culture, results

Irreversibility
Avoid celebrating success too soon
18
The Deliverology® framework articulates 15 elements critical for delivering results
1. Develop a 2. Understand 3. Plan for 4. Drive delivery

foundation for the delivery delivery
delivery challenge
A. Define your A. Evaluate past and A. Determine your A. Establish routines to

aspiration present performance reform strategy drive and monitor
performance
B. Review the current B. Understand drivers of B. Draw the Delivery
state of delivery performance and Chain B. Solve problems early
relevant activities and rigorously
C. Build the Delivery C. Set targets and
Unit establish trajectories C. Sustain and
continually build
D. Establish a guiding momentum
coalition
5. Create an A. Build system capacity all the time

irreversible
B. Communicate the delivery message
culture of
delivery C. Unleash the “alchemy of relationships”

Let’s chat!
Do you have any questions or thoughts?
Share questions in the Zoom Q&A, and your thoughts in the

Chatbox!


“A goal without a plan is just a wish.”
Antoine de Saint Exupéry

Go to menti.com and use the code 8164 2327
What makes a plan “good”?

23
We often encounter 4 types of plans
1. Looks good on the shelf ... 2. It’s all very difficult ...
▪ Great on paper - covers the ▪ Superficial treatment “we’re already

ground doing it”
▪ But little relation to reality ▪ Describes the problems
▪ Keeping people happy “...impossible...”
▪ Few actions leading to outcomes
3. Essays decorated with the odd 4. It’s a good start ...

number ...
▪ (sometimes beautiful) prose ▪ Detailed actions to make a
▪ Short on data difference
▪ Brings together existing actions ▪ Living plan – to be used and
changed
▪ Data and trajectories
▪ Who will do what

How do Delivery Plans help us?
Plans are your answer to the question: How are you going to achieve
your goal
A good plan ensures that all efforts are focused on achieving the goal
and creates agreement about what work must be done and who is
responsible.

25
There are three elements to a delivery plan that make it different
Do we have the right set of

activities to reach our goals?
1. Prioritized
reform strategy
Have we accounted for and When can we expect

addressed potential risks Planning for significant impact from our
along our chain? identified strategies?
results and
delivery
2. Delivery 3. Targets
chains and trajectories

26
Delivery plans are flexible to allow for learning and iteration throughout – they only need
to be “good enough” to get started
6
Refine, learn 1
and drive for
results Decide priorities
and goals
5
Continue
implementation 2
Allocate
resources
4
Refine priorities
and innovate as 3
necessary Begin
implementation
and learn

Delivery Plans are inherently different from other plans
Delivery Plans… They are not…
• Focus on the immediate top

• A long-term strategy for fixing the
priorities
whole system
• Guide action to address the biggest

• Just another report to decorate the
problems
offices
• Accelerate implementation
• Based on extensive situation analysis
or never-ending consultations
• Include innovative and new
approaches wherever possible
• About business as usual, and just the
standard solutions
© Copyright 2022. All rights reserved

28
A good delivery plan helps you answer 8 questions
A good delivery plan will… ...By answering the following questions
Articulate our aspiration What do we want to achieve?
Identify the relevant activities What will we start, stop, or improve? When? Who is responsible?
Assign leadership and

Who is in charge? How will performance be managed?
governance
Analyse the relevant delivery How – and through whom – are we changing behaviour? What are its strengths and
chain(s) weaknesses? How, where necessary, will it be strengthened?
Set a trajectory for What impact can we expect over time? When? Incorporate benchmarking to enable
implementation comparisons of progress
Prepare to manage
Who are our most important stakeholders? How are we engaging them?
and communicate
Describe the resources and

support required What do we need for each activity to succeed?
Anticipate and prepare for

What are the top risks? How are we managing them?
risks
Delivery Associates Client confidential: intended for use of client recipients only, not for wider distribution.
As such, our approach to planning must be different
Foolproof planning – perfect before you

start Good enough planning – start and refine
▪ Perfectionist approach ▪ Pragmatic approach
▪ Developed based on theory, past ▪ Developed based on practice and

experience, and intuition feedback loops
▪ Designed with limited testing of the ▪ Quickly reveals unintended or

practicalities unforeseen consequences
▪ Focus on seeking perfection at the outset ▪ Focus on accepting and learning from
success and failure
▪ Takes longer to start and learn about
impact ▪ Faster start and quick to learn about
impact
▪ Steady process of development and
editing ▪ Continuous iteration and refinement
based on practice

30
The format of a delivery plan is not important…
Example delivery plans

31
…but it must be clear on actions, timelines, and accountability
Example plan template
Action Responsible Timeline Comments
1 Action 1 Owner A 31 Mar 2020 Notes on progress

Clearly identify the
Each action should be
immediate actions and
accompanied by a clear
activities required to drive
timeline for completion
delivery
2 Action 2 Owner A 28 Feb 2020 Notes on progress
Identify a clear
person to be
accountable for the
completion of each
3 Action 3 Owner B 15 Jan 2020
action Notes on progress
4 Action 4 Owner C Continuous Notes on progress
5 Action 5 Owner C 15 Feb 2020 Notes on progress
You can also embed traffic

light ratings and comments in
…
the plan to document the
latest progress

Rank the following elements of plans according from most often included to least often
included, in plans you have encountered in your work.
a. Goals and Targets
b. Activities to be undertaken
c. Timelines for activities
d. Leadership Roles
e. Roles for the Delivery Chain
f. Risks and mitigation strategies
g. Strategies for communication

Share questions in the Zoom Q&A
Questions


What are some strengths and weaknesses in how you use

data?

Why do we need data?
Understand Identify and solve Showcase success

Define our vision
performance problems in an effective way
Establish Reporting to
Track progress
accountability stakeholders

37
Effective data systems typically play four main roles
Focusing activities Enabling dynamic planning

• Quick movement towards reaching • Constant iteration of your plans and
targets targets
• Highest value for time and money • Reviewing the system regularly
for your efforts
Driving citizen engagement

Improving management
• Get political support for reforms by
• Support high performers and making data publicly available
identify weaknesses in system
• Demonstrate progress on outcomes
• Share best practices to citizens

To play these roles, the data system must be circular and fast
Regularly gather the right data –

and only that data
Identify what
you are 1 Identify trends and outliers –
tracking and understand why
Collect data
2
Analyse
data
4
Use insights from the
data to improve Data-driven
implementation
action Engage senior
leaders in
routines with
3
clear, high
Report and explain the quality visuals
data

Let’s look at an example from Punjab, Pakistan to see this in
practice

Example: Punjab, Pakistan
40
Punjab, Pakistan established a robust data system to monitor schools across the
province
2
The data is analyzed by the 3
1
Education Department to identify
Monitoring Agents collect data trends and outliers, effect of Data on progress against
from schools on selected metrics, interventions, drivers of good and targets is reported to the
across the Punjab province Chief Minister in Quarterly
poor performance
Stocktake Meetings
Schools District Education Punjab Education Chief Minister Office

Departments Department
Chief Minister takes decisions based on

District education departments 4 insights from data, which are put into
support schools to improve action by the Education Department
performance
Data is used for performance
management of district education
departments in Monthly Review
Meetings

Reporting data using simple visualizations helped it be accessible and useful for
decision making
Performance Scorecards

decision making
Heatmaps

decision making
Graphs

As well as establishing regular meetings to review and share data
Participants
Monthly District Review meeting

Schools District Education
Departments
Monthly Data Review Meeting

District Education Punjab Education
Departments Department
Quarterly Stocktake Meeting

Punjab Education Chief Minister Office
Department

What makes a data system effective?
Six characteristics critical for an effective data system
We get the data we want regularly (‘real-time’)

Fast We take decisions quickly based on data
We track performance at a detailed level

Detailed
We are confident the data tells us

Accurate what is really happening on the ground
We understand what the data shows

Clear and what it means for citizens
We can use the data

Useful to improve performance
Frontline workers have access to the data

Transparent and can use it to improve their performance

Six characteristics critical for an effective data system
Fast Detailed Accurate

Collected School level data is collectedd A number of checks used including
monthly. validation by external parties twice a year
Available
immediately.
Entered directly
into central
database
Clear Useful Transparent
Data is understood all the way from Data is used by district officials and by Data is published and is accessible to all
Chief Minister to school principals school principals to review education officials
performance and identify
improvement areas
“I will sleep with these maps under
my pillow every night!”
-Punjab Chief Minister

Rank the following uses of data in order of importance for your work
a. To track performance
b. To test hypotheses
c. To identify trends
d. To identify problems
e. To share with stakeholders
f. To establish accountability for delivery actors
g. To anchor discussions in meetings

Share questions in the Zoom Q&A
Questions


Share your responses in the Zoom Chatbox
What is your key takeaway from today’s session?

Implementation Playbook

Capacity Builder
The Capacity Builder assesses the strength of your programme across
the Deliverology® framework
Use the “Register your interest” button on the FLN Hub Capacity Builder page for access to the
tool

Thank you!

Back up

Rating scale:
55
Delivery Plan Rubric with Descriptors

Criteria Key Questions Weak Plan (Red) Strong Plan (Green)
Articulate our aspiration What do we want to achieve? How will things be • Aspiration is unclear or ambiguous, not • Aspiration is ambitious and easy-to-grasp, with clear moral imperative, and
different? Is there a sense of urgency? Does it convey our connected to broader purpose links to overall system commitments and goals
purpose as a ministry/unit and connect that to our overall • There is no sense of urgency • There is a strong belief that this has to change – now
mission?
Choose our target What is our specific goal? What metrics will tell us if we are • Desired outcomes aren’t specified • Specific, measurable outcomes with a time-bound target
successful? How meaningful is the goal? How measurable is • Goal is not meaningful to citizens • This metric is important to our colleagues and citizens
it? How moveable is it? • Metric is not easy for us to move • Our actions can directly move the numbers on this metric
Specify the guiding coalition Who are ~7-10 leaders we need to drive our aspiration? • No guiding coalition is identified • Guiding coalition members share aspiration and trust each other
Are they respected leaders (formal authority, credibility • Guiding coalition is weak as it is • They are high-profile, influential leaders from across the range of stakeholders
and/or area expertise)? Are they sympathetic / unrepresentative, lacks power, is too big involved in the change, and are respected by stakeholders
persuadable? and/or is not united
Identify the relevant activities What will we start, stop, or improve? How and why do • No activities are defined or activities are • Clear set of activities are defined (including main milestones), based on local
we believe the activities will work? How do they fit vaguely defined and global best practices
together and sequence? What are each activity’s main • Activities are sequenced for maximum impact on aspiration
milestones? • It is clear how each activity impacts the aspiration
Assign leadership and Who is responsible for delivering on the plan? • No owner or multiple owners identified • Overall plan has a single owner responsible for ensuring that the plan is
accountability Who owns delivery of each activity and individual for overall plan and each activity always on track
activities? What is the delivery unit’s role (if any)? • Other roles not defined • Each activity has a single accountable owner
• Role of delivery team is well defined (if applicable)
Set a trajectory for For each activity, what impact can we expect in 6 • No intermediate milestones defined • Intermediate milestones identified, based on a series of evidence-based
implementation months? In 12 months? Why do we believe that this is • Link between activities and impact is unclear estimates of each activity’s impact
achievable? • Benchmarks validate trajectory as ambitious and realistic
Describe the resources and What do we need for each activity to succeed - • Resources are not mentioned or are • Plan includes detailed picture how to achieve the aspiration with resources
support required personnel, technology, finance, etc? If not currently in vague/unrealistic available – or it specifies how to obtain needed resources
place, how will we get them?
Analyse the relevant delivery How – and through whom – are we changing behaviour • Plan paints inaccurate/incomplete picture • Plan includes clear view of delivery chain for each activity, the role of each of
chain(s) at scale? Who are the main actors? What are the of realities on the ground the main actors along it, and an understanding of actors’ relationships,
relationships between them? motivations, and concerns
Detail performance What indicators will we monitor to know each activity is • No indicators identified other than the • Each activity has clear indicators tied to delivery chain analysis
management routines on-track? How? How will we collect and analyze data? main measure of success • Indicators include (a) specific and time-bound implementation milestones and
How often will we review and react to new data on • Data systems and monitoring routines are (b) lead indicators of implementation quality
performance? irregular/absent • Data systems & routines enable near real-time analysis & action
Anticipate and prepare for What are the top risks and constraints to our aspiration? • No risks identified, or risk assessment is • Plan includes clear view of main risks and constraints along delivery chain –
risks How are we managing them? unrealistic weak relationships, chokepoints, scale issues
• Little attempt at real solutions • Practical solution to manage each risk in place
Prepare to manage and Who are our most important partners? How will their • No communication activity identified or • Plan demonstrates deep understanding of top stakeholders and their
communicate views change over time? How will we engage them, just generic messages concerns
understand their views, and motivate them? • Little stakeholder prioritization exists • Plan includes communication activity and crisp key messages tailored to
motivate key stakeholders and changing over time
Rating scale:
56
Delivery Plan Worksheet

Criteria Key Questions Rating Comments/explanation
Articulate our aspiration What do we want to achieve? How will things be
different? Is there a sense of urgency? Does it convey our R / AR
purpose as a ministry/unit and connect that to our overall AG / G
mission?
Choose our target What is our specific goal? What metrics will tell us if we are
R / AR
successful? How meaningful is the goal? How measurable is
it? How moveable is it? AG / G
Specify the guiding Who are ~7-10 leaders we need to drive our aspiration?
Are they respected leaders (formal authority, credibility R / AR
coalition
and/or area expertise)? Are they sympathetic / AG / G
persuadable?
Identify the relevant What will we start, stop, or improve? How and why do
we believe the activities will work? How do they fit R / AR
activities
together and sequence? What are each activity’s main AG / G
milestones?
Assign leadership and Who is responsible for delivering on the plan? R / AR

accountability Who owns delivery of each activity and individual
activities? What is the delivery unit’s role (if any)? AG / G
Set a trajectory for For each activity, what impact can we expect in 6 R / AR
implementation months? In 12 months? Why do we believe that this is
achievable?
AG / G
Describe the resources What do we need for each activity to succeed - R / AR

and support required personnel, technology, finance, etc? If not currently in
place, how will we get them? AG / G
Analyse the relevant How – and through whom – are we changing behaviour
R / AR
delivery chain(s) at scale? Who are the main actors? What are the
relationships between them?
AG / G
Detail performance What indicators will we monitor to know each activity is

on-track? How? How will we collect and analyze data? R / AR
management routines
How often will we review and react to new data on AG / G
performance?
Anticipate and prepare What are the top risks and constraints to our aspiration? R / AR
for risks How are we managing them? AG / G
Prepare to manage and Who are our most important partners? How will their
views change over time? How will we engage them, R / AR
communicate
understand their views, and motivate them? AG / G

57
A good delivery plan helps you answer 11 questions

What a good delivery plan does… ...By answering the following questions
What do we want to achieve? How will things be different? Is there a sense of urgency? Does it convey our
Articulate our aspiration purpose as a ministry/unit and connect that to our overall mission?
What is our specific goal? What metrics will tell us if we are successful? How meaningful is the goal? How
Choose our target measurable is it? How moveable is it?
Who are ~7-10 leaders we need to drive our aspiration? Are they respected leaders with formal authority,
Specify the guiding coalition credibility and/or area expertise? Are they sympathetic / persuadable?
Identify the relevant What will we start, stop, or improve? How and why do we believe these activities will work? How do they
activities fit together and sequence? What are each activity’s main milestones?
Assign leadership and Who is responsible for delivering on the plan? Who owns delivery of each activity and individual activities?
accountability What is the delivery unit’s role (if any)?
Set a trajectory for For each activity, what impact can we expect in 6 months? In 12 months? Why do we believe that this is
implementation achievable?
Describe the resources and What do we need for each activity to succeed - personnel, technology, finance, etc? If not currently in
support required place, how will we get the necessary resources?
Analyse the relevant delivery How – and through whom – will we change behaviour at scale? Who are the main actors? What are the
chain(s) relationships between them?
Detail performance Which indicators will we monitor to know each activity is on-track? How? How will we collect and analyze
management routines data? How often will we review and react to new performance data?
Anticipate and prepare for

What are the top risks and constraints that may take the work off track? How will we manage them?
risks
Prepare to manage Who are the most important stakeholders? How will their views change over time? How will we engage
and communicate them, understand their views, and motivate them?
58
Data management is an iterative cycle that helps drive delivery
Data collection
Data verification
Visualization
Analytics
Decision-making
Field deployment

A good data system is circular and fast – data flows in to help you take decisions and
then flows back out again as targeted actions
Regularly gather useful, outcomes-
orientated data
Identify
1
metrics and Analyse the data
targets Collect data and identify trends
2 and outliers
Analyse
data
4
Data-driven
action
Use insights from the data
to agree and launch highly 3
specific, targeted actions
Report and explain the
data Engage senior leaders with
precise, clear, high quality
visuals
E. Using IDCU data effectively 60
IDCU data supports different components of the delivery process
Performance Management Routines

• Performance rankings
• Performance Reports
• Accountability of delivery chain actors
Insights and Analyses

• Drivers of performance
• Success of interventions
• How do we account for facility level and district level
differences
Reporting to Stakeholders
• Dashboards
• Department/stakeholder Reviews
• Stocktake meetings

Let’s see how a circular and fast data system was used in Punjab, Pakistan
1 2 3 4
Collect data Analyse data Report and explain the data Data-driven action
Monitoring Agents collect

data from schools on
selected metrics, across
the Punjab province

1 2 3 4
Monitoring Agents collect The data is analyzed by the

data from schools on Education Department to
selected metrics, across identify trends and outliers,
the Punjab province effect of interventions,
drivers of good and poor
performance

1 2 3 4
Monitoring Agents collect The data is analyzed by the The data is reported to the Head of
data from schools on Education Department to Department and Chief Minister of
selected metrics, across identify trends and outliers, the province to show performance
the Punjab province effect of interventions, across the province and insights on
drivers of good and poor trends, drivers, and variations
performance

1 2 3 4
Monitoring Agents collect The data is analyzed by the

data from schools on Education Department to
selected metrics, across identify trends and outliers,
the Punjab province effect of interventions,
drivers of good and poor
performance

1 2 3 4
Monitoring Agents collect The data is analyzed by the The data is reported to the Head of The data is used for
data from schools on Education Department to Department and Chief Minister of performance management at
selected metrics, across identify trends and outliers, the province to show performance different levels of delivery, to
the Punjab province effect of interventions, across the province and insights on focus efforts, and to course-
drivers of good and poor trends, drivers, and variations correct where needed
performance

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• The session is being recorded.

Delivery Associates © Copyright 2022. All rights reserved

Delivery Associates © Copyright 2022. All rights reserved

What do you hope to achieve out of our session today?

Delivery Associates © Copyright 2022. All rights reserved

Richard Page-Jones Hafsa Iqbal Raahema Siddiqui

Delivery Associates © Copyright 2022. All rights reserved

Delivery Associates works with governments to transform citizens’ lives

Organizing for Delivery Driving Delivery

Leveraging technology for Building Delivery capacity

Delivery Associates © Copyright 2022. All rights reserved

New South Wales

10 min Welcome and Opening Remarks

15 min What is Deliverology®?

25 min Planning for Delivery

30 min Data Systems for Delivery

10 min Summary and Closing

Delivery Associates © Copyright 2022. All rights reserved

Implementation Playbook Capacity Builder

Use the “Register your interest” button on the

Delivery Associates © Copyright 2022. All rights reserved

10 min Welcome and Opening Remarks

15 min What is Deliverology®?

25 min Planning for Delivery

30 min Data Systems for Delivery

10 min Summary and Closing

Delivery Associates © Copyright 2022. All rights reserved

Delivery Associates © Copyright 2022. All rights reserved

Delivery Associates © Copyright 2022. All rights reserved

Policy Implementation Policy Implementation

Delivery Associates © Copyright 2022. All rights reserved

It helps deliver lasting and meaningful results

Delivery Associates © Copyright 2022. All rights reserved

Strong Foundations High quality execution

• ‘Good enough’ plans • Use data to get a practical focus

Delivery Associates © Copyright 2022. All rights reserved

Effective delivery is underpinned by a culture of ambition, focus, and urgency

Believe in step change

Clear sustained priorities

Confront the facts

Structure, culture, results

The Deliverology® framework articulates 15 elements critical for delivering results

1. Develop a 2. Understand 3. Plan for 4. Drive delivery

A. Define your A. Evaluate past and A. Determine your A. Establish routines to

5. Create an A. Build system capacity all the time

Delivery Associates © Copyright 2022. All rights reserved

Do you have any questions or thoughts?

Share questions in the Zoom Q&A, and your thoughts in the

Delivery Associates © Copyright 2022. All rights reserved

10 min Welcome and Opening Remarks

15 min What is Deliverology®?

25 min Planning for Delivery

30 min Data Systems for Delivery

10 min Summary and Closing

Delivery Associates © Copyright 2022. All rights reserved

Antoine de Saint Exupéry

Delivery Associates © Copyright 2022. All rights reserved

What makes a plan “good”?

Delivery Associates © Copyright 2022. All rights reserved

We often encounter 4 types of plans