Transcript Challenges of Public Sector Reform

Results-Based Management
(RBM)
Assoc. Prof. Dr. Wongsa Laohasiriwong
Faculty of Public Health,
Khon Kaen University
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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 selfassessment
of(2010).
progress
towards
Source: United
Nations Development Group.
Results-Based Management
Handbook results,
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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.
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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
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Input? Activity? Output? Outcome? Impact?
Splash
(cause)
Ripple
(effect)
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
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Hierarchy of RBM Terms
Impact
Outcome
Output
Activities
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
Input
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
Resources needed to undertake
activities
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The Core of RBM is the Results Chain
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The levels of results:
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outputs;
medium-term results or outcomes; and,
longer-term results or impact.
short-term results or
These are linked together into what is
referred to as a results chain.
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
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Key RBM Terms in Results Chain
What we want?
Activities
Outputs
Outcomes
Why?
Impact
How?
Inputs
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
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Key RBM Terms in Results Chain
Activities
NSO
Inputs
Short-term
Outputs
Medium-term
Outcomes
Intermediate
users
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
End users
Long-term
Impact
Society
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Strategic Planning: Think from Right to Left
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3
2
1
(Goals or
(Resources
or
(Means
or
(Objectives
or
Inputs
Processes
Outputs
Human Resource
System, Capital
System and
Implementation
Factors, IT System
Steps, Time
Frame, Budget,
Rules and
Regulation
Indicator, Time
Frame,
Quantitative,
Qualitative
Outcomes
Indicator, Time
Frame,
Quantitative,
Qualitative
Strategic Planning &Implementation
Strategic Planning
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3
2
1
(Resources
or
(Means
or
(Objective
s or
(Goals or
Inputs
Processes
Outputs
Outcomes
1
2
3
Implementation Planning
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Strategic Planning and Implementation Planning
General Environment + Competition
4
3
(Resources
or
Inputs
1
(Means
or
Processes
2
Implementation Planning
Strategic Planning
2
1
(Objectives
or
(Goals or
Outputs
Outcomes
3
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Key principles of RBM
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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
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Key principles of RBM (cont.)
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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
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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)
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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)
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Why use RBM?
 Competition for limited resources is high.
 Both national governments and donor
agencies want to get maximum value for
money spent on 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)
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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)
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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)
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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 resultsbased monitoring and evaluation systems
because they want to get control of the
programmes they are running, and because, in
many cases, they are responding to pressure
from international agencies.
Source: Greg Armstrong. RBM Training (http://www.rbmtraining.com)
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What does RBM involve?
 Identifying results (inputs, outputs,
outcomes, impacts) and their causal
relationships.
 Developing indicators to measure success.
 Identifying assumptions or risks that may
influence success or failure.
 Measuring performance to inform decision
making and for reporting.
Source: UNESCO. (2008). Results-Based Management (RBM) Guiding Principles.
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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)
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Six Reasons to Use Results-Based Management
1. Better implementation
 Thinking in terms of :
 Problems and opportunities, explicit and shared understanding
of “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)
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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)
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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)
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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)
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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)
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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)
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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)
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RBM life-cycle approach
Source: UNDP. (2009). Handbook on Planning, Monitoring and Evaluating for Development Results.
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Strategic Choices of 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
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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 culture that is
focused on results
 Manage change in your organization.
Source: SIAP.(2007).Results-Based Management: Logical Framework Approach
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References:
 United Nations Development Group. (2010). Results-Based
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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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