Performance Management: Performance management is the systematic process of monitoring the results of activities; collecting and analyzing performance information to track progress toward planning results; using performance information to inform program decision-making and resource allocation; and communicating results achieved, or not attained, to advance organizational learning and tell the alliances’ story.

Performance management during alliance implementation means obtaining systematic feedback on the robustness of the cause and effect chain of the Objectives Framework and increasing its "strength" over time, by making decisions and taking actions on the activities we control that reflect the feedback obtained. Assessing and learning for performance management is a highly proactive, forward looking process. Simply taking an occasional performance "snap-shot" to produce an annual report is not adequate and does not gives us indications we can use to take corrective action where necessary.

Alliance Performance Monitoring Plan (APMP): Is used by each strategic alliance team to plan and manage the process of assessing and reporting progress towards achieving a Strategic Objective connected to the alliance. It contains full documentation on the performance indicators to be used, baseline performance levels and targets to be achieved over the life of the alliance, the source and quality of data available, and responsibilities for collection and analysis of data.

Evaluation: A relatively structured, analytical effort undertaken selectively to answer specific management questions regarding alliance activities. In contrast to performance monitoring, which provides ongoing structured information, evaluation is occasional. Evaluation focuses on why results are or are not being achieved, on unintended consequences, or on issues of interpretation, relevance, effectiveness, efficiency, impact, or sustainability. It addresses the validity of the alliance purpose that underlies each strategic alliance and that is embedded in the Objectives Framework. Evaluative activities may use different methodologies or take many different forms, e.g., ranging from highly participatory review workshops, to highly focused assessments relying on technical experts.

Steps in monitoring and evaluating alliance performance:
Step 1: Begin with a plan (APMP) for monitoring and evaluating alliance performance and for reporting and using performance information.
Step 2: Gather and analyze performance information.
Step 3: Develop reporting concepts.
Step 4: Maintain flexibility in ensuring accountability for performance.

 

While it is easy to establish annual targets by picking an acceptable final performance level and dividing expected progress evenly in the time periods between, such straight line thinking about progress is often inconsistent with the way partnership projects really work. More often than not, no real progress -- in terms of measurable impacts or results -- is evident during the start-up period. Then, in the first stage of implementation, which may take the form of a pilot test, some, but not much progress is made, while the alliance project team adjusts its approaches.

 

Once underway all of this early work comes to fruition. Progress leaps upward, and then rides a steady path to the end of the planning period. If plotted on a graph, this would look like a "stairsteps", not a straight line.