Transcript contexte de la GAR

RBM Background
• Development aid is often provided on a point
to point basis with no consistency with
countries priorities.
• Development efforts are often fragmented
and hardly sustainable.
• Stress was predominantly put on funding
activities rather than on aid for results
observable in terms of development.
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RBM Background
In the 1990ies, international development entered
a reform and reformulation phase.
World leaders as well as the United nations and
other multilateral institutions recognized that
bold steps should be made in terms of efficient
use of the development aid funds.
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Declaration of Paris
In 2005 in Paris, all the efforts jointly made
by countries and agencies targeting
development results and new ways of
improving aid were discussed in terms of
harmonization, alignment, and results.
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Declaration of Paris: Principles
• Ownership: Partner countries have developed
ownership of their development policies and
strategies and ensured coordination of
development support actions.
• Alignment : Donors have based all their support
on national development strategies, institutions,
and procedures of partner countries.
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Declaration of Paris: Principles
• Harmonization : Donors’ actions are better
harmonized and transparent, which results in
more collective effectiveness.
• Result based management : management of
resources and improvement of decision making
process to get development results.
• Mutual Responsibility: Donors and partner
countries are responsible for the results
obtained in terms of development.
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Result based Management
Development result based management
is one of the basic principles of the
Declaration of Paris; it is defined as a
more effective international
development aid.
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RBM: Definition
RBM is a philosophy and a management
approach which encourages results in
planning, implementation, and monitoring
& evaluation. It is based on the principle
of commitment to obtaining results,
and it should be a guideline for the
definition of activities and strategy for
project/programme management.
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RBM: Definition
According to CIDA, RBM “can help improve
effectiveness and responsibility in
management through the involvement of
the key stakeholders in the definition of the
expected results, evaluation of risks,
monitoring of progress towards those
results, integrating the lessons learned in
management decision making processes
and reports on outcomes”.
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RBM: Definition
According to UNDP,RBM is a “management
strategy or methodology adopted by an
organization to ensure that its procedures,
products, and services help achieve
clearly defined results. It is a consistent
strategic planning and management
framework which helps improve learning
and responsibility.
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RBM: Definition
• According to the Declaration of Paris, “result
based management means managing and
implementing aid focussing on expected results
and using available data to improve decision
making process.”
• La RBM is therefore an approach which
systematically focuses on the results, rather than
on achieving defined activities, and optimizing
use of human and financial resources.
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RBM: Chain of Results
Within the RBM concept , “result” is a generic
concept which can have various meanings
depending on its use at the evolution level of the
development programme.
But, the various types of results in a development
programme represent the chain of results, a key
component of RBM.
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RBM: Chain of Results
Two main categories:
• Management actions: They include the inputs
made available and the activities engaged by
the project/programme management .
• Development results: they include the outputs,
the outcomes, and the impact showing changes
at the various stages of the project/programme
implementation phase .
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RBM: Chain of Results
• Inputs include all financial, human, and material
resources needed to achieve the expected
results( implement activities) of a development
action.
• Activities include all tasks and work carried out
to produce a specific result using inputs.
• Outputs include immediate tangible products
obtained through the implementation of
activities.
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RBM: Chain of Results
• Outcomes include medium term results at
development level derived from the use of
outputs/products by the beneficiaries. They are
changes observed by the beneficiaries
(individuals, community based organizations,
and local institutions) in terms of knowledge,
know-how, and self-management skills.
• Impact is a long term overall development
result the induced outcomes of which have
helped achieve it within the framework of the
project/programme.
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RBM: Chain of Results
The chain of results represents the links
between the various components:
• Causal links between inputs, activities,
and outputs;
• Logical links between outputs and
outcomes;
• Contribution links between outcomes and
impact overtime.
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RBM: Chain of Results
RBM is based on the principle that the
management strategy focuses on impact,
outcomes, and outputs (products or
services) before defining the inputs and
activities needed to achieve them.
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RBM: Principles
Involvement is one of the basic components of
RBM. Involvement of all partners helps improve
relevance, effectiveness, and sustainability of
development initiatives.
Involvement of all partners should be at all stages
of the project/programme: during planning,
implementation, monitoring, and evaluation
processes .
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RBM: Principles
Simplicity: RBM is a simple management tool which
can help stakeholders define and achieve realistic
results.
Continuous learning: RBM should be implemented in a
repetitive way by refining the strategies based on
experience and lessons learned. With the help of
RBM, stakeholders can improve and capitalize on the
experience they have gathered.
Adaptable methodology: RBM can be used in many
contexts and in a number of aspects of common
project management operations. In pre-existing
projects, RBM can be integrated during the
implementation process.
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RBM: Principles
• Partnership: the expected results should be defined
and validated by all stakeholders. The process helps
develop stakeholders’ ownership and their
commitment to monitoring.
• Accountability: The best way to strengthen
stakeholders’ accountability is to define and validate
results together, along with clear roles and
responsibilities.
• Transparency : Transparency should be total
throughout the process. The expected results and
the relevant indicators should be clearly identified so
that the results can be measured.
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RBM: Key Recommendations
• Clearly identify beneficiaries and design
project consistently with their needs and
priorities;
• Clearly define project objectives;
• Define realistic results at all levels of the
chain of results based on an appropriate
situation analysis;
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RBM: Key Recommendations
• Define indicators and measure achievement of
results;
• Define appropriate indicators and monitor progress
in achieving results.
• Increase knowledge and improve practices with the
help of lessons learned from experience;
• Identify risks and define their management strategy;
• Document results and resources used for more
transparency.
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RBM Process: Key Rules
• Project managers are facilitators in the approach
implementation process
• All stakeholders of the approach are
responsible: manager, beneficiary populations,
community based organizations, and other
technical and financial partners
• The project objectives and activities are defined
through consultation with all stakeholders
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RBM Process: Key rules
• Activities are implemented by all
stakeholders based on responsibility level
• Monitoring-Evaluation of activity
implementation and results are carried out
by all stakeholders
• Learning is secured through lessons
learned by all stakeholders based on
responsibility level.
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RBM: Process
RBM approach is repetitive:
• Definition of short and medium term
objectives
• Definition of activities to be carried out and
inputs to be used
• Evaluation of achieved results
• Definition of lessons learned and of new
short and medium term objectives.
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RBM: Process
The implementation of the RBM approach
follows three distinct phases:
• Identification and planning phase
• Development and formulation phase
• Monitoring and evaluation phase
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RBM: Process
Identification and planning phase: several
steps.
1.
•
Identification of constraints and needs: it is about:
Identifying a negative situation and analyzing it with
the affected stakeholders
•
Proposing solutions to those constraints
2. Analysis of stakeholders: it is about categorizing them
based on their interventions areas, competencies, or
inputs (contributions).
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RBM: Process
Identification and planning phase: several
steps.
3. Planning: definition of output framework:
The output framework helps develop the project through a
series of components: project goal, expected results,
beneficiaries, and implementation strategy
The output framework expresses a chain of results and
indicates the course of a current situation and the vision
of the expected change.
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RBM: Process
Identification and planning phase: several steps.
4. Definition of output measuring indicators
• Output indicators are “qualitative and quantitative
measurements of the resources used, the scope of
outcomes at development level”.
• Indicators should be defined at each level of the chain of
results: impact, outcome and output.
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RBM: Process
Identification and planning phase: several
steps.
5. Assumption determination and risk analysis
Assumptions indicate the conditions necessary to have
causal relations between the various levels be
operational.
The risks are external and internal negative factors which
affect effective achievement of the project results.
Each time an assumption is defined for the project success,
the risk of its absence should be analyzed.
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RBM: Process
Development and formulation phase
6. RBM is based on a chain of results in the following
logic:
• Resources help implement activities;
• Activities produce immediate results (outputs);
• Use of outputs (products) by beneficiaries help them
make changes: outcomes;
• Outcomes or immediate results will help in the long run
achieve end results which are the impact.
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RBM: Process
Development and formulation phase:
7. Development of the logical framework matrix
This matrix which provides a snapshot of the project logic
includes the objectives, results, activities, resources,
indicators , verification sources, assumptions and risks.
The matrix holds the vertical logic or chain of results and
the horizontal logic, that is the indicators of the expected
results, the beneficiaries and the risks in relation to the
project implementation.
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RBM: Process
Development and formulation phase:
8. Project drafting (Project Chart):
This stage takes into account all decisions made in
the previous steps: project rationale, relevance,
feasibility and viability of solutions proposed,
implementation, monitoring, and evaluation
modalities, project budgeting and financial
management.
(An example of a project chart)
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RBM: Process
Outcome monitoring and evaluation phase
• Monitoring & Evaluation is about the project observation
and analysis process and the achievement of the results
and objectives. The overall aim of monitoring and
evaluation is to measure and evaluate performance in
order to better manage the outcomes and products
called “development results”.
• It is not about a mere monitoring and evaluation of the
project products, but also its outcomes.
• Outcome monitoring and evaluation has much to do with
systematic data collection and analysis in order to follow
up changes from reference situation to expected
outcomes and to see if there is change or not.
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RBM: Process
Outcome monitoring and evaluation phase
Monitoring and evaluation can help monitor estimates
against achievements.
Monitoring is also a management tool for it helps
redirect actions.
The “outcome measuring framework” tool, while
incorporating outcome indicators, data sources, data
collection methodology, frequency and
responsibility, helps establish the link between the
components that are monitored and the way to do it.
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RBM: Process
Outcome monitoring and evaluation phase
RBM encourages participatory monitoring which should be:
• Less demanding in terms of financial resource and time,
• Targeted on some information and indicators,
• Consultative so that a large number of stakeholders are
sensitized about and involved in the monitoring and
evaluation process.
Participatory monitoring and evaluation is different from the
more conventional approaches; it encourages more
intense participation of the project stakeholders based
on the notion of learning.
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RBM: Process
Outcome monitoring and evaluation phase
Monitoring and evaluation should consider the developed outcome
measuring framework and answer the following questions:
• Have the activities and resources helped achieve the expected
results? Verification of the project efficiency.
• Have the results encouraged the achievement of the objectives?
Verification of the project effectiveness.
• Has the selected strategy helped achieve the results and
objectives? Verification of the project relevance.
• Has the institutional, political, social, and organizational context
helped the project succeed? Analysis of the results against
assumptions/risks.
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RBM and RIMS
To meet the demands for more effective
international aid, IFAD adopted RIMS
(Result and impact management system),
a framework which helps define the
measure components, result presentation,
and impact of the projects it funds on the
changes made by the beneficiaries.
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RBM and RIMS
RIMS includes three levels of results corresponding
with three types of development results of the RBM
chain of results.
The 1st level results correspond with the project products.
Those results are generally planned and implemented on
an annual basis.
The 2nd level results correspond with the changes observed
with the beneficiaries following the use of the project
products.
The 3rd level results correspond with the project impact.
Consistently with IFAD commitment to the MDGs, RIMS
includes two mandatory indicators (infant malnutrition
and household assets) to measure the project
contribution to “alleviating extreme poverty and hunger”.
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