rbm for improved dev results

Results-Based Management

UNDP Myanmar

23 October 2013

Field Implementation Unit, Pillar 1

October 2010 Management Support Unit - MSU

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5 key principles

1.Ownership: Developing countries set their own strategies for poverty reduction, improve their institutions and tackle corruption.

2.Alignment: Donor countries align behind these objectives and use local systems.

3.Harmonization: Donor countries coordinate, simplify procedures and share information to avoid duplication.

4.Results: Developing countries and donors shift focus to development results and results get measured.

5.Mutual accountability: Donors and partners are accountable for development results.

The Paris Declaration on Aid Effectiveness

Accra Agenda for Action and 2005 Summit Outcome


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Defining results begins with analysis of the country situation, review of the

comparative advantages of the UNCT, a stakeholder analysis and a

vision of desired outcomes

How to Define Results?


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• The essence of causal analysis is the examination of the underlying causes of a condition, problem, or event.

• Most social scientists accept that the concept of causal relations is essential to the understanding of social systems, even though cause and effect, invariably cannot be observed directly.

Causal Analysis


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Role/Pattern Analysis

- Identifies those whose rights have been affected (rights holders) and those who are responsible for ensuring the realisation of those rights (duty bearers)

- Allows to define the valid claims of rights holders and the corresponding obligations of duty bearers.

- Allows to understand the complex web of relations between rights holders and duty bearers at different levels of analysis

rights holders vs. duty bearers

Capacity Analysis

Capacity analysis examines ‘why’ duty bearers lack the capacities to fulfil their obligations as well as ‘why’ rights holders lack the capacities to claim their rights (capacity gap).

Capacity entails different elements, all of which need to be analyzed to identify capacity development needs.

Rights-based results

Consider…

– Whose rights are not being met?

– Who has an obligation to act?

– What do these people need to be able to act? (knowledge, skills, resources)

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Based on the SWOT exercise results in order to optimizing the supports, building on strengths, addressing weaknesses, capitalizing on opportunities and minimizing threats,

the following comparative advantages…..

focused on maximizing the efficiency and effectiveness

What comparative advantages?


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Stakeholder Analysis Stakeholder importance and influence matrix


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Result Based Management

1.Overview of RBM

2. RBM in Planning

3.RBM in Managing

4.RBM in Monitoring

5.RBM in Evaluation

6.RBM in Reporting


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The RBM life-cycle approach


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Part I: Overview of RBM

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A key component of RBM is performance monitoring which is to objectively measure how well results are being achieved, and to report on measures taken to improve them.

Part I: Overview of RBMWhat is results based management?

RBM is a management approach aimed at ensuringthat activities achieve desired results (outputs, outcomes and impacts)

RBM rests on clearly defined accountability for results

Result = Change

UNDP Asia-Pacific Regional Centre, Management Support Unit

APRC, Management Support Unit - MSU

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What is a Result ?

A describable or measurable change resulting from

a cause and effect relationship

- UNDG agreed RBM terminology


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Why is it important to choose key results?


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use “change language” rather that the customary ‘action language’.

Change language has three characteristics:

• (a) it describes changes in the conditions/quality of life of people;

• (b) it sets precise criteria for success; and

• (c) it focuses on results,

leaving options on how to achieve them – hence the need to avoid expressions such as “through this and that” or “by doing this and that”.

Results are about Change

(a) expresses would-be results from the providers’ perspective – and usually starts with “to do this or that”;

(b) can be interpreted in may ways because it is not specific or measurable (e.g., “to reduce HIV transmission”); and

(c) focuses only on the completion of activities (e.g., “to open 25 new youth-friendly centers”)

Action language??


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The power of measuring results

If you do not measure results, you can not tell success from failure

If you cannot see success, you can not reward it

If you cannot reward success, you are probably rewarding failure

If you can not see success/failure, you can not learn from them

If you can not recognize failure, you can not correct it

If you can demonstrate results, you can win public support

Adapted from Osborne & Gaebler, 1992

Management Support Unit - MSU

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Why RBM?....intended gains….

Provides crucial information – data/evidence

Provides the status of a project, program, or policy – same data collected over time

Focus on results instead of activities - measurement of programme achievements

Transparency - promotes credibility and public confidence by reporting on the results of programs

RBM MfDR

Result based management Managing for development Results

a broad management strategy aimed at achieving improved performance and demonstrable results

the emphasis on development results rather than organizational results

focused more on internal results and performance of agencies

keep the focus on development changes in the people

Typical pitfalls

Wordy (..and no change language)To promote equitable economic development and

democratic governance in accordance with international norms by strengthening national capacities at all levels and empowering citizens and increasing their participation in decision-making processes

Too ambitiousStrengthened rule of law, equal access to justice and the

promotion of rights

Containing multiple resultsThe state improves its delivery of services and its

protection of rights—with the involvement of civil society and in compliance with its international commitments

Typical pitfalls

Wishy-washy, not a result (ie. Support provided to improve..)Support to institutional capacity building for improved governance

So general, they could mean anythingTo promote sustainable development and increase capacity at municipal level

Overlapping with National goals/ MDGs (impacts) Substantially reduce the level of poverty and income inequality in accordance with the MDGs

Confusing means and endsStrengthen the protection of natural resources through the creation of an enabling environment that promotes sound resources management

Part II: RBM in Planning


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Part II: RBM in Planning

Results chain Developing result matrix Determining the indicators, baseline

and target Assumption and Risk


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Part II: RBM in Planning2.1 The Results Chain

The causal sequence for a development intervention that stipulates the necessary sequence to achieve desired objectives – beginning with inputs, moving through activities and outputs, and culminating in outcomes, impacts and feedback.

In some agencies, reach is part of the results chain. It is based on a theory of change, including underlying assumptions.

Results Chain in RBM

InputsInputs

• Staff time

• Handouts

• Coffee break

Activities

Activities

• Develop a training module

• Deliver the training

• Administer the certification exam

Outputs

Outputs

Judges have

increased knowledge in basic

human rights

instruments

Outcomes

Outcomes

Judicial process

improved

ImpactImpact

More people have

access to justice and are able to exercise

their rights

• Setting clear results to be achieved

• Cause-effect relationship throughout the results chain

Planned Results

If............, then…….

UNDP Asia-Pacific Regional Centre, Management Support Unit

BEFO

RE

AFTER

Result Matrix with outcome and output levels

National development priorities or goalsIndicators, baseline, targets MoV Risks and

AssumptionsResponsible

personsIndicative resources

Outcome 1

Output 1.1

Output 1.2

Outcome 2

Output 2.1

Output 2.2

What is an indicator?

A tool / variable to measure evidence of progress towards a result or that a result has been achieved

Result Matrix

Indicators

Indicators describe how the intended results will be measured - accountability

Objectively verifiable, repeatable measures of a particular condition

Must be accompanied by baselines and targets


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Assumption: A Definition

A necessary condition for the achievement of results at different levels.

Part of the cause-effect logic

Stated as though it is actually the case

Less probable at the higher level of the hierarchy


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Risk: A Definition

A potential event or occurrence beyond the control of the programme/project that could adversely affect the achievement of the desired results

A threat to success not just the negative of an assumption; a trigger for reconsideration of strategic direction

Risk assessments should consider a wide range of potential risks, including strategic, environmental, financial, operational, organizational, political and regulatory risks

Risk mitigation strategies: prevention; reduction; transference; contingency plan; acceptance


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then

Assumptions and Risks

There is good distribution system

Unable to comply with international food regulations

if

then

and if

and ifif

Increased standards of living

among fishing communities

Increased standards of living

among fishing communities

Family & company incomes increase from previous year

Family & company incomes increase from previous year

65 tons of fish caught each day

Rate of fishing is sustainable

Inflation reduces value of income


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Part III. RBM in Managing


Managing effectively for results requires flexibility to change your strategies and activities to better achieve the results better

using a team-based approach to ensure that all stakeholders agree with any proposed changes or actions

Results matrices can be updated once a year with agreement of all stakeholders


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Key Challenges to RBM Strategies to Overcome Them

Defining realistic results Results should be commensurate with your resources and reach

Ensuring a cause and effect relationship and coherence between output, outcome and the goal

Be realistic with the definition of results so that outputs and outcomes can be realistically achieved.


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Part IV. RBM in Monitoring

Part IV. RBM in Monitoring

A single, coherent Results Framework and a operational M&E Plan, embedded within a National System for M&E are ideal for promoting coherence and national ownership

Key Monitoring Tools

The Results Matrix (discussed in previous section) The M&E plan

Provides opportunity to:

- Track progress in the achievement of results;- Know whether the original strategies are still appropriate- Make necessary adjustments to resources, both human and/or financial


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M & E Plan in M&E Components


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Part V. RBM in Evaluation

External and Independent – free of conflict of interest Impartial – removing bias 3 key functions:

• Utilization – as an input to provide decision-makers with knowledge and evidence about performance and good practices;

• Accountability – to donors, stakeholders and general public• Contribution – to institutional policymaking, development

effectiveness and organizational effectiveness A key tool used in planning an evaluation is

• to review results achieved to data, • five other variables: relevance, efficiency effectiveness, impact and

sustainability


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Part V. RBM in Evaluation


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Part VI. RBM in Reporting

results-based reporting shifts attention away from activities

to results at output and outcome levels

results matrix (important aid) articulates the results at the

output and outcome level and the indicators, baselines and

targets - along with the review of indicators, assumptions and

risks


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Part VI. RBM in Reporting


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In writing the results story, you will need to consider:

1.achieved & indicators of success

2.actual results compare to expected results

3.illuminating findings with quotes, testimonials, photos, etc.

4.reasons for over or under achievement

5.involvement of others (partners, stakeholders, beneficiaries) and degree of attribution, if possible..

Part VI. RBM in Reporting (contd.)


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An effective report can also be one that highlights areas of inefficiency and poor results, etc.


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Quality criteria for results reporting, when reviewed and rated, include:

1.completeness;

2.balance (good and bad);

3.consistency(between sections);

4.substantiveness and reliability;

5.clarity. (include ‘source’)

The Secretary-General wants everyone to support a united UN system.

“The true measure of success for the United Nations is not how much we promise but how much we deliver for those who need us most”.

Thank You


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