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Results-Based Management (RBM)

Results-Based Management (RBM). Assoc. Prof. Dr. Wongsa Laohasiriwong Faculty of Public Health, Khon Kaen University. What is Results-Based Management?. United Nations Development Group (2010) :

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Results-Based Management (RBM)

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  1. Results-Based Management (RBM) Assoc. Prof. Dr. Wongsa Laohasiriwong Faculty of Public Health, Khon Kaen University

  2. What is Results-Based Management? United Nations Development Group (2010) : • Results-based management is a management strategy by which all actors on the ground, contributing directly or indirectly to achieving a set of development results, ensure that their processes, products and services contribute to the achievement of desired results. (outputs, outcomes and goals). • RBM rests on clearly defined accountability for results and requires monitoring and self-assessment of progress towards results, including reporting on performance. Source: United Nations Development Group. (2010). Results-Based Management Handbook

  3. What is Results-Based Management? UNESCO (2008): • Results-based management is a participatory and team-based approach to program planning and focuses on achieving defined and measurable results and impact. • It is designed to improve program delivery and strengthen management effectiveness, efficiency and accountability. Source: UNESCO. (2008). Results-Based Management (RBM) Guiding Principles.

  4. What is Results-Based Management? UNDP (2002): • The objective of RBM is to “provide a coherent framework for strategic planning and management based on learning and accountability in a decentralized environment. Source: UNDP. (2002). Results Based Management, Concepts and Methodology

  5. Input? Activity? Output? Outcome? Impact? Splash (cause) Ripple (effect) Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  6. Hierarchy of RBM Terms Sustainable improvements in society or well-being of people Changes in behavior or improvements in access or quality of resources Product of project/ program activities Activities done by project/program Resources needed to undertake activities Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  7. The Core of RBM is the Results Chain • The levels of results: • short-term results or outputs; • medium-term results or outcomes; and, • longer-term results or impact. • These are linked together into what is referred to as a results chain. Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  8. Key RBM Terms in Results Chain What we want? Why? Activities Outputs Outcomes Impact How? Inputs Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  9. Key RBM Terms in Results Chain Medium-term Outcomes Long-term Impact Short-term Outputs Activities NSO Society Intermediate users End users Inputs Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  10. Strategic Planning: Think from Right to Left 4 3 2 1 (Resources or Inputs (Means or Processes (Objectives or Outputs (Goals or Outcomes Human Resource System, Capital System and Implementation Factors, IT System Steps, Time Frame, Budget, Rules and Regulation Indicator, Time Frame, Quantitative, Qualitative Indicator, Time Frame, Quantitative, Qualitative

  11. Strategic Planning&Implementation Strategic Planning 4 3 2 1 (Resources or Inputs (Means or Processes (Objectives or Outputs (Goals or Outcomes 4 3 1 2 Implementation Planning

  12. Strategic Planningand Implementation Planning General Environment + Competition Strategic Planning 4 3 2 1 (Resources or Inputs (Means or Processes (Objectives or Outputs (Goals or Outcomes 4 3 1 2 Implementation Planning

  13. Key principles of RBM • Partnership: RBM has to be built on mutually beneficial partnership relations among stakeholders. • Accountability:accountability for delivering results is clear, and shared responsibility for results • Transparency: results reporting is transparent. • Simplicity:easy to understand and simple to apply. • Organizational learning: learning by doing. Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  14. Key principles of RBM (cont.) • Define expected results first and activities later • Foster the active participation of stakeholders • Ensure that all stakeholders work towards achieving expected results • Apprise your work critically and learn the lessons Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  15. Results-Based Management (RBM) Useful tool for all international development practitioners: policy makers, managers and most important, service providers, field workers and the people they work with.  It should help them as they plan and implement the activities they need to get the results they want.  But for this to work, we need a simpler RBM framework and Results-Based Management terminology based in reality. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  16. Results-Based Management (RBM) Results-Based Management is not the only planning, monitoring or evaluation tool available but, if it works, results-based management should make development practitioners' lives easier, not more difficult.  The fact is, however, that many people find RBM a bureaucratic nightmare. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  17. Why use RBM? Competition for limited resourcesis high. Both national governments and donor agencies want to get maximum value for money spenton development projects.  And for that matter, everybody working on development, in NGOs, government or the private sector wants to achieve results, and wants to be able to explain them. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  18. Why use RBM? (cont.) Most bilateral donors, and virtually all multilateral agencies, including most notably UNICEF, UNDP, UNIFEM, FAO and the World Bank group are now focusing on results. Or, to be more precise, they say they are focusing on results, even though some of them have serious problems using RBM in practice.  Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  19. Why use RBM? (cont.) Some agencies still call the process results-based management, some "managing for development results", and approaches such as outcome mapping and can be incorporated in the process, or used as alternatives.  Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  20. Why use RBM? (cont.) But whatever they call it, most national governments in Asia, Africa, Latin America and the Caribbean are expressing interest in using some form of results-based management and evaluation themselves.  These  governments are establishing results-based monitoring and evaluation systemsbecause they want to get control of the programmesthey are running, and because, in many cases, they are responding to pressure from international agencies.  Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  21. What does RBM involve? • Identifying results (inputs, outputs, outcomes,impacts) and their causal relationships. • Developing indicators to measure success. • Identifying assumptions or risks that mayinfluence success or failure. • Measuring performance to inform decisionmakingand for reporting. Source: UNESCO. (2008). Results-Based Management (RBM) Guiding Principles.

  22. Results-Based Management (RBM) Governments, donors and programming partners can learn useful lessons by  focusing on results, not activities.   There are at least six major benefits of focusing on results: Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  23. Six Reasons to Use Results-Based Management 1. Better implementation • Thinking in terms of : • Problems and opportunities, explicit and shared understandingof “expected results”can strengthen needs assessment, rapid appraisals, planning and monitoring and reveal early in the process. • Misunderstandings or disagreements about goals among stakeholders, which can undermine effective implementation if they are ignored. • Getting results clear at the start is the best choice, but clarifying them later can still help remove implementation roadblocks. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  24. Six Reasons to Use Results-Based Management 2. Better communication Clarifying what we mean by results lets us deal with differences of understanding before a project begins, and helps implementing agencies communicate results to funders -- national governments, donor agencies, communities and taxpayers -- in a clear, unambiguous manner. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  25. Six Reasons to Use Results-Based Management 3. Stronger capacity development Identifying intended results in a clear, workable and realistic way, helps us build capacity, because it clarifies for us what we need to concentrate on, what resources we need to bring to the job, and what our real assumptions are about cause and effect. Understanding results as part of an incremental “results chain”can help identify where interventions to build capacity are necessary, and likely to work.  Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  26. Six Reasons to Use Results-Based Management 4. More realistic project schedules Clear results-based planning produces more realistic schedules, forcing us to think through the preconditions and sequence for actions, and the resources they require. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  27. Six Reasons to Use Results-Based Management 5. Useful evaluation results Clarifying results during planning and internal monitoring prepares projects for effective evaluations.   Any organization that knows where its results are, and how to document them, is in a much stronger position to make its case effectively when external evaluations occur.  More important, such an organization is also well positioned to learn lessons from its own internal monitoring. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  28. Six Reasons to Use Results-Based Management Implementers can themselves monitor progressive change as they work, looking at whether and how they are incrementally making a difference to the situation- in other words, realizing results.  They can then either continue with greater assurance or take corrective action as needed. Implementers can also identify unplanned results, as they occur, and assess if these are desirable, or problematic, requiring support or coping strategies. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  29. Six Reasons to Use Results-Based Management 6. Reducing opportunities and pressures for corruption Focusing clearly on results, and making the links between inputs, funded activities and the results they should be leading to, reduces the potential for corruption.(or simply indifferent thinking and wasted resources in decision-making and project implementation.) When we are planning for results we don't fund just any activity that comes along. Nor do we continue to fund activities just because they have been done before. We fund what clearly contributes to the results we have identified as priorities. Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)

  30. RBM life-cycle approach Source: UNDP. (2009). Handbook on Planning, Monitoring and Evaluating for Development Results.

  31. Strategic Choicesof RBM 1. Learning from Others and Learning by Doing 2. Broad Consultation and Ownership 3. Combining Top-down and Bottom-up Approaches 4. Measuring Progress against results 5. Stressing Management Over Measurement 6. Focus on Outcomes and Partnerships Source: UNDP. Managing Results in UNDP

  32. RBM • RBM are good and useful techniques • But it won’t work itself and not sufficient to achieve results • RBM depends on the organization's ability to create a management culturethat is focused on results • Manage change in your organization. Source: SIAP.(2007).Results-Based Management: Logical Framework Approach

  33. References: • United Nations Development Group. (2010). Results-Based Management Handbook • UNESCO. (2008). Results-Based Management (RBM) Guiding Principles. • UNDP. (2002). Results Based Management, Concepts and Methodology • SIAP.(2007).Results-Based Management: Logical Framework Approach • Greg Armstrong. RBM Training (http://www.rbmtraining.com) • UNDP. (2009). Handbook on Planning, Monitoring and Evaluating for Development Results. • UNDP. Managing Results in UNDP

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