Programme Management Competence Framework

Transcription

1 Programme Management Competence Framework

2 DFID Programme Management Competence Framework Introduction Effective Programme Management underpins DFID s drive for Value for Money. Programme Management is part of the job of many people in DFID. It is part of our core business and as such all of us, at the very least, need a basic understanding what Programme Managers do. It consists of a wide range of skills and behaviours that vary according to the context. The aims of this framework are to: provide more clarity and certainty about what is involved in Programme Management enable programme managers to think about their role and identify opportunities for developing their skills and practice enable staff who wish to take on programme management roles to plan their careers and personal development to achieve that aim support job design, performance management and resourcing decisions ensure that changes in DFID strategy and policies are clearly and speedily translated into our Programme Management capability The framework (Annex 1) sets out how we want Programme Managers to work. We also think it will be helpful to those for whom Programme Management is part of a wider role. It draws on an analysis of what Programme Managers actually do but also takes into consideration how we expect those roles to develop in the coming years. In drawing up the framework we have consulted many experienced programme managers, colleagues in Finance, Procurement, Audit and relevant Advisory cadres as well as policy specialists driving strategic developments in DFID s aid programmes eg on anti-corruption, private sector skills and commercial awareness. We have also taken account of the new Civil Service Competency Framework. In addition to focussing on what might be seen as the technical skills of Programme Management the framework identified the generic skills that we believe are of particular relevance. This has been done to give a more complete sense of the PM role and the importance of combining technical and more general managerial and interpersonal skills to achieve high levels of effectiveness in Programme Management.

3 About this framework Competencies are the skills, knowledge and behaviours that lead to successful performance. They underpin overall organisational capability. The framework outlines six competency clusters (see the box below) that give examples of what effectiveness looks like in each case. The indicators are not designed to be comprehensive but provide a clear sense of, and greater consistency about, what is expected of individuals. We recognise that jobs at different levels will demand different skills and behaviours to reflect the nature of the programmes, the context and the responsibilities of the role. This is reflected in the identification of expert, skilled, competent and aware (ESCA) levels. We have also tried to reflect responsibilities and expectations of different grades or levels of seniority although we recognise that these can only be approximate given the variety and range of programmes and projects DFID is responsible for. DFID Programme Management Competencies 1 Programme identification, development, design and approval 2 Programme implementation, monitoring and results reporting 3 Financial management of programmes and projects 4 Relationship management, communication and policy influence 5 Leadership and people management 6 Self management and self development Shared Technical Competencies There are four areas of knowledge and skills common to all DFID s advisory groups. These are intended to add value to DFID s professional advisory skill base and the ability of advisers to meet business needs. Programme Managers especially more experienced and more senior staff may consider that it will improve their effectiveness and overall contribution to develop their understanding of the four shared technical competencies (see Annex 2). What does it mean for me? The framework will primarily be used to guide the development of knowledge, skills and behaviours in the field of Programme Management. It will be a useful tool in personal development planning, identifying L&D needs across DFID and in supporting the design, delivery and evaluation of L&D activities. It will also be helpful in job design and recruitment.

4 If you are a Programme Manager or Deputy Programme Manager we hope you will be able to use it to identify the competencies that are important in your job and to identify areas where you may need further training or development. If you are interested in taking on a Programme Management role we hope it will help you understand the skills, experience and behaviours required and to assess the extent to which you already have them. It is not expected that anyone would require ALL the skills, knowledge and behaviours described here to be effective. It is expected that line managers will work with individual staff to identify which competencies (and at what level) are relevant in all posts with significant programme management content. You are encouraged to discuss the framework with your line manager to identify the competencies that apply most to your job role. You can use the expert, skilled, competent, aware (ESCA) scale to assess your current stage of development for each competency (Annex 3). You can also use the grade or seniority scale (Annex 4) to get an idea about what might be expected of you as you move up the grades from B1 to A1. Together, you and your line manager should agree the specific learning that will help you perform even more effectively and to prepare for new developments in DFID s approach to Programme Management.

5 Annex 1 DFID Programme Management Competence Framework 1 Programme identification, development, design and approval This is about how you contribute to identifying options for implementing the Operational Plan for your area and developing proposals through to approval. It covers your contribution to developing Business Cases. At senior levels it is about scanning the wider context, leading others in developing innovative options and assessing risks across a portfolio of programmes and projects. People who are effective in this area: Demonstrate sound understanding of their country/department s Operational Plan, DFID s policy priorities, other donor programmes and the aid effectiveness agenda and the implications for their own area of activity and ensure plans and activities reflect these appropriately Develop programmes and projects that contribute effectively to Operational Plan results and portfolio coherence. Critically appraise different options using a range of programme identification and appraisal tools (e.g. through conducting institutional, political and social appraisal of the intended operating environment, Problem Tree, LogFrames PESTLEs, SWOTs and FFA), ensuring that all courses of action have been explored and clearly understood Manage or contribute to Economic Appraisals to validate intervention and choose between different investments according to their relative levels of value for money Analyse and evaluate complex and incomplete information and present sound analytical conclusions When developing programme options consider the contribution of private business (eg through PPPs) and effective markets to social and economic outcomes and the role of pro-business legal and regulatory environments Encourage a culture of innovation in design of projects and programmes, focused on adding measurable value and managed risk-taking Identify people who are critical to the success of a programme through systematic stakeholder analysis, adjusting programme options accordingly. Seek to increase the proportion of local resource in programme design and implementation and maximise the development impact from programme expenditure i.e. directing procurement to local suppliers, supporting local supply chains, etc. Lead or contribute to the development of Business Cases and logframes with a strong focus on the Theory of Change, results and value for money. Identify and develop plans to mitigate risks Ensure Business Cases include assessment and mitigation of corruption and fraud risk

6 Put in place appropriate due diligence assessments for all proposed partners in the delivery chain and act on the results Design a coherent programme of implementation with strong evidential links to the 5 case business model Ensure compliance with the Blue Book, How To Notes and other guidance Apply best practice in evaluation planning, considering a range of rigorous methods, ensuring adequate resourcing and high standards of design Lead dialogue and engagement with Quality Assurance Unit (and, when relevant, Ministers) including drafting clear and concise approval submissions. Ensure that deadlines for approval processes are realistic and are adhered to. Take full account of cross cutting and diversity issues gender, disability, exclusion, climate change, nutrition etc in all aspects of programme development and design. Accurately input or quality assure ARIES data displaying a good understanding of funding types and input sector codes 2 Programme implementation, monitoring, evaluation and results reporting This is about having a commercial mindset and effectively operating DFID systems to manage projects, monitor progress and risks and evaluate and report results. At senior levels it is about effective influencing and negotiating to ensure value for money and that corrective action is taken when things go wrong. People who are effective in this area: Make effective use of project management skills and techniques to deliver results on time and to standard Follow procurement best practice, including use of OJEU processes, Framework agreements etc. Implement plans to mitigate risks and monitor their effectiveness Negotiate effectively with partners to formalise commitments (agree MOUs, Accountable Grant Letters etc) ensuring that DFID reporting requirements are met and what actions or failures will lead to stoppage of DFID funding Maintain a commercial mindset that continually encourages an awareness of cost and seeks value for money improvements. Ensure beneficiary reporting is included in all suitable programmes Check suppliers and partners are providing relevant and timely data to monitor contracts against budget and agreed delivery Motivate improved performance by suppliers and partners, highlighting any gaps between contractual commitments and actual delivery Differentiate between evaluation, monitoring, research and audit, being conversant in the aims and application of each approach Commission and manage evaluations including data collection and rigorous impact evaluations, with appropriate technical support, in line with DFID standards and use of quality assurance processes Ensure a consistent and rigorous approach to monitoring and evaluation including spot checks at point of delivery, drawing on expertise as required. Engage positively with ICAI reviews and respond appropriately to ICAI reports and recommendations Ensure that DFID requirements for Annual and Project Completion reviews are

7 met and that recommendations from those reviews are followed up. Undertake periodic follow the money exercises that ensure delivery partners know how DFID money is being spent Demonstrate a clear understanding of DFID s Project Scoring and Portfolio Quality methodologies, and strive to improve programme and portfolio quality. Understand the importance of the results agenda and able to demonstrate clearly how projects and programmes contribute to DFID s higher level results. Contribute fully to DFID s transparency commitments by ensuring that all project documents are written in jargon-free plain English and are suitable for external publication 3 Financial management of projects and programmes This is about operating DFID finance systems accurately and timeously, meeting forecasts, targets and deadlines and ensuring that audits take place and action taken on findings. At senior levels it is about managing resources effectively, promoting a culture of financial rigour, value for money, transparency and accountability.

8 People who are effective in this area: Ensure accurate coding and clear, meaningful descriptions for payments Work closely with spending partners to create realistic spending profiles over the financial year Meet spending targets/deadlines while ensuring money is spent only on evidence of need Work confidently with financial data to ensure monthly forecasts are consistently met and corrective action taken. Maintain accurate and up to date financial records which demonstrate a clear audit trail for all DFID financial transfers Provide accurate financial information and consistently meet deadlines for corporate financial reporting. Process requisitions, purchase orders and invoices accurately and timeously and consistently meet DFID s payment targets Apply risk management strategies to all programmes taking into account potential fraud, operational and strategic risks, and take appropriate action to mitigate against such issues including robust contingency plans to deal with emerging over- or under-spends Ensure that audits take place, reports are received and audit queries and findings investigated. Take immediate remedial action including withholding future payment when audits are not received Take opportunities to challenge misuse of resources in order to achieve value for money and sustainable ways of working Follow DFID s zero tolerance policy on fraud and corruption and report suspicions/allegations immediately to Counter-Fraud Unit and the local Fraud Liaison Officer. Continually seek efficiency savings and work with partners to promote the importance of value for money. Maintain up to date asset inventories, ensure asset security and manage disposal effectively when required 4 Relationship management, communication and policy influence This is about clear, effective written and oral communication, engagement and representation. At senior levels it s about building partnerships and influencing across the policy and delivery system. People who are effective in this area: Develop broad and deep stakeholder participation and commitment through application of highly effective influencing and negotiation skills Confidently engage with stakeholders and colleagues at all levels to inspire, inform and generate commitment to DFID goals Manage relationships with contractors, implementers and partners professionally and effectively to ensure value for money, and to minimise fraud, inefficiency and waste.

9 Represent DFID policies and perspectives credibly and effectively to others (partner Governments, donors, NGOs, other parts of HMG, multilaterals) ensuring programme delivery and management enhances DFID s reputation Maintain effective relationships with other Whitehall departments to ensure coherent HMG approaches. Demonstrate good oral and written communications skills using plain English and lead or contribute effectively to briefing, PQs, Ministerial Correspondence, public enquiries, FOI requests etc. Express ideas effectively both orally and in writing taking account of the needs of others and with sensitivity and respect for different cultures Uses IT skills to ensure Insight, QUEST and ARIES are up to date and information is stored and retrieved effectively Seeks opportunities to share information with others and promotes lesson learning from programmes, and open to learning from others. Prepare, store and label documents for publication in line with DFID s commitment to transparency Develop and communicate cases studies that demonstrate how UK Aid is delivering results, using jargon-free, accessible language. Engage effectively with National Audit Office, the Independent Commission for Aid Impact and Internal Audit Department during their reviews to ensure they have a comprehensive understanding of DFID s approach. Maintain effective links with other parts of DFID as appropriate; e.g. RED, PD, EVD, FCPD 5 Leadership and People Management This is about being an effective team member, supporting others to achieve their goals. At senior levels line management skills are important including performance management. Senior staff should also demonstrate leadership skills - setting direction and engaging the commitment of others in the team and beyond. They are role models for the behaviours and skills described in the Civil Service Leadership framework. People who are effective in this area: Demonstrate leadership, vision and direction and engage and motivate their teams Clarify responsibilities for delivering outcomes and manage the performance of others, recognising good performance and dealing promptly with poor performance Show strong line management skills and effective use of DFID HR systems Coach and support others to set and achieve challenging targets for themselves Work with their team to set priorities and stretching goals and communicate them to others - and deliver them with tenacity, aligning with the business strategy Deliver through others by empowering and delegating Readily share resources to support higher priority work, showing pragmatism and support for DFID goals Proactively build relationships across DFID, with OGDs, other Governments, NGOs, Civil Society and other external organisations critical to delivering our aid

10 agenda. Recognise the scope of their authority for decision making and empower team members to make decisions Demonstrate an understanding of team dynamics, and allocate tasks within teams according to skills and abilities Encourage and support a culture of learning and constructive challenge that enables people to build their skills and share experience and lessons Promote a healthy work/life balance. Confront and deal promptly with incidents of bullying, harassment and discrimination Are seen by others as a trusted source of good advice and support on Programme Management issues. 6 Self management and self development This is about our values and how we use other resources and frameworks to understand ourselves and develop our performance, skills, knowledge and behaviours. People who are effective in this area: Demonstrate the Civil Service values of honesty, integrity, impartiality and objectivity Demonstrate Civil Service/DFID core competences at appropriate level(s) relevant to the job and use these frameworks to enhance self awareness and plan personal development. Understand how to work effectively with Information Technology tools and equipment and apply these skills to improve information management and support smarter working Prioritise continuous self learning and development including professional, technical, and managerial/people skills

11 Annex 2 Shared Technical Competencies There are four areas of knowledge and skills common to all advisory groups. These are intended to add value to DFID s professional advisory skill base and the ability of advisers to meet business needs. Programme Managers especially more experienced and more senior staff may consider that it will improve their effectiveness and overall contribution to develop their understanding of the following four areas. This may also create a stepping stone for Programme Managers seeking accreditation to Advisory Cadres. Knowledge and understanding of international aid Collating, analysing and presenting evidence/research using statistical and wider analytical skills The Millennium Development Goals (MDGs) and international architecture for aid and development the UN, European Union, G20, International Finance Institutions, regional institutions and NGOs Aid instruments and how they are deployed project financing, sector-wide approaches, budget support, technical assistance, results based aid, and global funds The changing aid landscape and the role of new players e.g. emerging economies, BRICS, private foundations, business and think tanks The UK international policy framework and its implications for international development e.g. trade, security, fragility and climate change Able to access, critically appraise and use evidence, demonstrating skills in the following areas: Understand a range of qualitative and quantitative research methodologies including the application of basic statistical methods Critically appraise* and assess the quality of published research and other potential sources of evidence Interpretation, use and presentation of data and evidence in defining policy and practice Comprehension of key concepts from social and cultural analysis and basic understanding of the use and application of political economy analysis *Critical appraisal is the process of carefully and systematically examining research to judge its trustworthiness and its value and relevance in a particular context Economic concepts, appraisal and value for money Familiarity with key economic concepts Good level of general numeracy Understanding economic approaches to project appraisal and evaluation, including different ways of

12 Evaluation and results measuring efficiency, equity and impact High quality professional input to programme design and evaluation in line with assessing value for money and results Competent (level II or above in DFID s evaluation competencies) in applying best practice in evaluation design, using a range of rigorous methods, and ensuring high standards of independence and quality Ability to design, commission and manage evaluations including rigorous impact evaluations, with appropriate technical support, in line with DFID standards Familiarity with the core concepts underpinning DFID's approach to results

13 Programme Manager Competence Scale Key to Levels Annex 3 The competencies of programme management are quite varied and the context within which they are deployed can have a significant influence on personal effectiveness. It is unlikely that any individual will operate uniformly at a single level on all competencies, skills and behaviours. However the classification below may help you to think about which competencies you are strong on and in which areas you might have development needs. Expert Has prolonged and intense experience through practice and training Has demonstrated the competency in all PM roles in many complex multi project programmes Has applied the competency successfully in depth in many key areas Is a mentor and role model for the competency i.e., is widely recognised across the organisation as a reliable source of knowledge, technique and or skill and whose judgement and application of the competency is accorded authority and status by their peers. Uses the competency consistently to maximum effect across a range of functions, organisations and situations at all levels including in challenging environments. Has acquired a great deal of content knowledge that when utilised represents a deep understanding of the competency. Is able to retrieve and use important aspects of their competency knowledge/skills/technique with little conscious effort. Capable of training and coaching others to reach skilled level and offer peer support to other experts Has a clear process by which they keep up-to-date with current developments, policy and practice of the competency Skilled Has a thorough knowledge of a competency gained through, training and practice Has demonstrated the competency in PM all roles in less complex programmes or in fewer roles in more complex programmes Has applied the competency in depth in one or two key areas Applies the competency consistently across a range of functions at most levels in the organisation to create desired outcomes. Exercises considerable independent judgement on the correct use and appropriate application of the competency in varied or diverse situations. Will share knowledge of competency with others and may be viewed as the skills transfer resource for the competency within the department. Capable of training and developing others to competent level Competent Has good practical knowledge of the competency gained through proper or sufficient training and regular use Is capable and/or efficient in using the competency consistently and demonstrates appropriate and timely use of the competency to resolve or address various business situations within their area of responsibility. May require advice and guidance on using advanced aspects of the competency to deal with more intricate or involved situations.

14 Some DFID or comparable experience in the competency in less complex programmes Aware Has limited experience and practical understanding of the competency gained through basic introductory training and/or a small number of projects. Has adequate knowledge of the competency to allow limited practice and application but may need to seek advice and guidance.

15 Expectations of Programme Managers at different grades Annex 4 People at different grades perform Programme Management functions. It is not possible to be specific about the exact role at each grade. That will be determined by the size and complexity of the programmes you are managing, the degree of challenge in the operating environment and the extent to which there are other staff available to share responsibilities. However in broad terms we see more senior roles performing the higher end roles and more junior roles performing the lower end roles. At the higher end of the scale you will: Have a well developed awareness of the wider context in which you are working and understand clearly how your role fits into DFID s overall strategy and approach. Manage effectively a portfolio of programmes, or large and complex programmes, ensuring results and value for money. Build a team with the right skills and talent mix to deliver, creating an environment that values learning. Demonstrate leadership, vision and direction, motivating your team and driving performance improvement. Manage your team effectively, rewarding good performance and dealing firmly, but fairly, with poor performance. Provide both practical and strategic guidance to others; extensive knowledge and practical experience Demonstrate sound understanding of DFID policies and procedures and be able to interpret them flexibly/pragmatically. Represent DFID effectively at senior levels with partner organisations and Governments. Make decisions quickly and effectively, taking account of evidence, options and risks Be seen by others as a source of advice and expertise. Promote and reward innovation and managed risk. Have regard to maintaining and enhancing DFID s reputation At the lower end of the scale you will: Ensure compliance with the Blue Book, How To Notes and other guidance. Apply DFID policy and provide appropriate support to a programme team. Manage small or simple projects, ensuring all key tasks are carried out according to DFID guidelines. Demonstrate awareness of the DFID Project Cycle. Apply the processes, procedures and standards set out in the Blue Book Follow instructions, carrying out tasks as directed by your manager. Seek advice, expertise and decisions from others.

16 Be aware of how your job contributes to your team s work. Be open to change and better ways of doing things. Seek to build your skills and keep your knowledge current. Establish good working relationships with your counterparts in partner organisations and Governments. Look for and suggest ways to do your job more efficiently, and to improve value for money.