What is Results Based Management?

Transcription

1 INTRODUCTION TO RESULTS BASED MANAGEMENT (RBM) Facilitator: Philip Cox, Plan:Net Limited Case Study Convenor: Dr. Gul Afghan Saleh, ARP, UNITAR UNITAR Hiroshima Fellowship for Afghanistan July 28th, 2011 What is Results Based Management? It is a way of thinking and a set of tools to help us: 1. Convert a project idea into a set of activities and anticipated changes in a way that is: Mindful of context In keeping with the time and resources available 2. Keep track of progress against the plan and use this information to: Make management decisions, Service accountability relationships and To be a learning organization. RBM is Part of a Global Trend A response to new realities... Need to demonstrate value to citizens and taxpayers A response by program managers around the globe who are under pressure to provide evidence that their programs achieve results EEC, World Bank, USAID, CIDA, WFP and others need to provide credible evidence of results they achieve By mid 90 s, almost all OECD governments have adopted RBM approaches What does this mean in practical terms? When making a plan, or reporting on progress, we are challenged like never before to: Describe the connection between the work we do and the difference we make 10th Plan Preparation 1

2 If your partner is working on Training and Mentoring Community Members on Latrine Construction You would pay attention to the number of men and women participants; what they learn through site visits, discussions and practice what they contribute of their own knowledge and experience; and also What participants do with the knowledge and skills and confidence after the training, once they get home functional latrines, cleaner environment, less infection If your organization is improving the way it manages finances You would want to see A baseline understanding of current practices, constraints and opportunities Smooth installation of new operating systems and procedures Key staff obtaining necessary skills to operate systems Staff and other key stakeholders understanding the change and its impact on their work routines But what else would you want to see? More accurate budgeting Management decisions referenced to an understanding of what funds are available More accurate and easy to understand financial reports Improved funder/donor confidence Exercise Think about your group project Craft two result statements that reflect the change you want to see Share your statement with your neighbour and then in plenary Where can RBM be used in your organization? Organization as a whole Donor funded programs Partner organizations Individual Partner Initiatives/Projects 10th Plan Preparation 2

3 Case Study Use of Results Based Management Concept and Tools in Implementation of the Commercialization of Afghanistan Water and Sanitation Activity (CAWSA) Three RBM Tools Results Logic Model/Framework Risk Analysis and Management Table Monitoring and Evaluation Plan Urban Water & Sanitation Sector Reform Government of the Islamic Republic of Afghanistan (GIRoA) The Results Logic Model RBM practice revolves around the logic model Splash and Ripple! Another way of thinking about Splash and Results Ripple! 10th Plan Preparation 3

4 Situation Assessment Situation Assessment - Stakeholders Influence Before beginning a results based plan.. 1. Looking Inward - Mandate - Competencies - Experience 2. Looking Outward - Issues & Opportunities 3. Clarifying Priorities High Interest/ Importance, Low Influence Consider ways to strengthen or protect interests Low Interest/ Importance, Low Influence Spend more time on the other Stakeholders LOW High Interest/ Importance, High Influence Build coalition of support Low Interest/ Importance, High Influence Caution - be aware of risks or obstacles HIGH Case Work Session #1 You are the managers of an SBU Read and discuss PART ONE of the case Generate a list of groups with a stake in the success of the SBU Place them on the stakeholder matrix according to their current Interest/importance Influence to the success of the SBU Are the human and physical resources that make a program or project possible. Links results logic budgeting 10th Plan Preparation 4

5 Example: Train and Mentor Fellows in Results Based Management (RBM) Describe the essential work of the program or project what you DO Should oud be summarized in no more than 5 statements. Trainers, Materials, Equipment, Communications Example: Train and Mentor Fellows in Results Based Management (RBM) Engage stakeholders in a training needs assessment Design training materials Deliver training Trainers, Materials, Equipment, Communications Provide follow-up coaching Outputs Short term a change that is observable as you complete the activity. Each output relates to one activity. You have substantial control. Involves a very specific group of people - those directly involved in the activity The change helps make outcomes possible. 10th Plan Preparation 5

6 Example: Train and Mentor Fellows in Results Based Management (RBM) Outputs Stakeholders Relevant, user Trained managers apply RBM agree on a training strategy fi friendly approaches and tools in the Engage stakeholders in a training needs assessment training materials in place Design training materials design and implementation of the projects to which they are assigned Deliver training Trainers, Materials, Equipment, Communications Provide followup coaching Outcomes Medium term describing the key changes you want to make in the programme or project. Observable at or shortly after the completion of the programme or project. You have influence, but not control. Usually involves a larger group of people than those directly involved in the programme or project. Are fewer in number - usually 2 to 3; each flows naturally from several Outputs. Example: Train and Mentor Fellows in Results Based Management (RBM) Outcomes Agency leaders make evidence- based, resultsfocused planning and management decisions, Donors and community stakeholders recognize the value-added by the agency s work g ppy approaches and tools in the design and implementation of the projects to which they are assigned Outputs Stakeholders Relevant, user Trained managers apply RBM agree on a training strategy friendly training materials in place Engage stakeholders in a training needs assessment Design training materials Deliver training Trainers, Materials, Equipment, Communications Provide followup coaching Impact Long term a picture of a preferred future; the reason why the progarm or project is important. You can only make a contribution and have an indirect influence. The change usually involves an even wider group of people Is observable well after the program or project is complete. 10th Plan Preparation 6

7 Example: Train and Mentor Fellows in Results Based Management (RBM) Impact People/groups identified in agency projects experience a lasting improvement in the quality of their lives Outcomes Agency leaders make evidencebased, results- focused planning and management decisions Donors and community stakeholders recognize the value-added by the agency s work g ppy approaches and tools in the design and implementation of the projects to which they are assigned Outputs Stakeholders Relevant, user Trained managers apply RBM agree on a training strategy friendly training materials in place Engage stakeholders in a training needs assessment Design training materials Deliver training Trainers, Materials, Equipment, Communications Provide followup coaching Logic Model Quiz Sustainable Land Management Logic Model - Fill in the Missing Statements A Progression of Results - Typical Terms Logic Model Format Impact Outcomes Conditions - Social Economic Civic Cultural Environmental Performance Improved - Institutional behaviour changes End-user benefits Larger scale policy and programming shifts Social mobilization Outputs Outcomes Outputs Capacities Developed - Institutional exchanges/collaborations Applied knowledge Functioning spaces/infrastructure System improvements/adaptations New/Improved leadership Aligned Decision-making Outputs Outputs Outcomes Impact What we Do - Research Build Train/Mentor Promote Procure Convene Outputs Outcomes What we Need - Staff Equipment Supplies Office Space Services 10th Plan Preparation 7

8 Case Work Session #2 1. Read and discuss Part Two of the Case 2. Describe the work of a Strategic Business Unit (SBU) in a results logic model? 1 Impact 2 outcomes 3-4 outputs 3-5 activities A Typical Results Framework How? What we want? Why? Outputs Outcomes Impact Cross-Cutting Themes Gender Equality Environmental Sustainability Other? RBM and Gender Keep in mind that your programmes/ projects may affect women, men, boys and girls differently 10th Plan Preparation 8

9 Three RBM Tools Results Logic Model/Framework Risk Analysis and Management Table Monitoring and Evaluation Plan Enablers and Constraints Are forces affecting any part of your project both positively and negatively Project Example Sustainable Land Management Outcome: Farmers and herders adopt more sustainable practices in such areas as grazing, livestock management, and conservation tillage 1. What could hamper progress? 2. What is the likelihood of a problem? 3. What effect would the problem have on the Outcome? Risk Analysis Matrix Effects Significant (3) Monitor Risks Moderate (2) Minor (1) Acceptable Risks Acceptable Risks Risk Mitigation Required Monitor Risks Acceptable Risks Risk Mitigation Required Risk Mitigation Required Low (1) Medium (2) High (3) Likelihood Monitor Risks Risk Mitigation & Monitoring Risk mitigation strategies should reduce the likelihood of an undesirable event, or minimize the effect the event could have on the project. Risk areas that remain above the level of acceptable risk should be monitored using risk indicators. 10th Plan Preparation 9

10 Description of Risk Impact level Outcome level Output level A Typical Risk Analysis and Management Table Likelihood of Occurrence Effect on Planned Results (outputs/ outcomes/ impact) Rank in Importance 1 = highest Owner of the Risk Risk Mitigation Strategy Risk Indicators Case Work Session #3 1. Read and discuss Part Three of the Case 2. Take one outcome, brainstorm risks - be specific 3. Identify the level of risk and for your top pick identify a monitoring/mitigation strategy 4. Repeat for an output Three RBM Tools Results Logic Model/Framework Risk Analysis and Management Table Monitoring and Evaluation Plan Indicators Evidence that programme is producing expected results at the output and outcome levels. They can be expressed quantitatively and qualitatively. Information collected should help managers make wise decisions. 10th Plan Preparation 10

11 Quantitative Indicators Expressed as a percentage, ratio, proportion, comparison, or number that can be analyzed statistically Examples? Number of households represented on Village Development Committees Ratio of men to women in senior management roles in the partner organization Proportion of households using servicable latrines Number of community organizations committing resources to address hate crimes in x community Qualitative Indicators Expressed as a change or comparison between two states of understanding or experience that can be analyzed for patterns Relies on people s judgment or perception Examples: Villager (men and women) stories of how their lives have changed following completion literacy training Change in the level of rapport between local government and higher levels of government. Change in community perceptions of the role/efficacy of Village Development Committees Before-after comparison in the coverage of race relations issues in the local media Test Case #1 New skills through training - Output Participant farmers have a better understanding of post harvest handling procedures and are willing to try these out on their own after the training. Which is the best Indicator of the Output? A or B? Why? a) Change in the average amount of production lost between field and market among participating farmers b) Proportion of participant farmers who can describe how they will replicate handling procedures following the training Indicators, Baseline, and Target Validity - Does it measure the result? Yes No Is it cost-effective to collect the information? Does it help understand how the program or project is affecting men and women, and/or specific sub-groups of people differently? Does it provide useful information for management decisions? Does it communicate well to stakeholders (public, policy makers, donors)? Yes Yes Yes Yes No No No No Indicator Baseline Target Meaning The information to be collected What the indicator would tell you at the beginning What you want the indicator to tell you at a specific point in the future Example Proportion of school children routinely washing their hands after using the latrine/washroom 1 in 5 4 in 5 10th Plan Preparation 11

12 Sources of Information Methods of Gathering Data Data Sources are the people or documents that provide data, not the method of collecting data Sources of performance information include: people, individual beneficiaries, groups of beneficiaries, organizations, partners, and documents, etc. To ensure reliability, try not to change data sources over time. Frequency of Collecting Data For each indicator, determine how often data will be collected. Frequency will vary along the results chain. Indicators for Immediate outcomes are more likely to be collected on a quarterly or six-monthly time period in comparison to the ultimate outcome. Responsibility - who does it? Spell out clearly who will do the collection and analysis of the data for each indicator Ensure local capacity is built and is responsible to ensure sustainability. Decentralize responsibility as much as possible. 10th Plan Preparation 12

13 Results Levels Impact Outcome Output A Typical Monitoring and Evaluation Plan Indicators (for Results and Risks) Base- Line Target Data Source/ Method Report Frequency & Resp. Case Work Session #4 1. Read and discuss Part Four of the Case 2. Take one outcome statement, brainstorm indicators 3. Use the indicator checklist to refine your best indicators 4. Identify the source, method and frequency 5. Repeat for an output statement Final Discussion 1. A Tracking Tool - The Balanced Score Card (Part Five) 2. The delicate task of indicator development (Part Six) 3. Question How might you use these RBM tools to strengthen your group project proposal? 10th Plan Preparation 13