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7/29/2019 Training on Result Based Management
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What is RBM?
RBM is a systematic process, by which we are ableto plan better, implement, monitor and manageprojects better.
RBM means:Defining realistic expected results based on
appropriate analysis.
Clearly identifying project beneficiaries anddesigning projects to meet their needs.
Monitoring progress towards results with the use of
appropriate indicators
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Identifying and managing risks.
Increasing knowledge by learning lessons andintegrating them into decisions.
Reporting on results achieved and the resourcesinvolved.
It is a dynamic process because:
it involves stakeholders at both ends - donors andcommunities
it calls for flexibility in management so as toachieve the results through a systematic process
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WHY USE RBM ?
TO MAKE PROJECT MANAGEMENT
AND EVALUATION EASIERTO ALLOW THE IMPLEMENTING
AGENCY TO FOCUS ON RESULTS,NOT ON THE DETAILS OF PROJECTIMPLEMENTATION
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What are Development Results ?
Results are the consequences of
actions taken to meet certainpurposes. These actions produce a measurable change in a given
development situation
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EXAMPLE
Conduction of the RBM training, would NOTbring a meaningful change in knowledge,motivation, practice or policy
But :
If professional in their work used theknowledge , then the training could claim tohave contributed to a change in professionalpractice
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I-levelShort-termResults
II level Mid-term Results
III levelLong-termResults
Outputs
Outcomes
Impact
Immediate Project level
During theproject
Intermediate- Project level
At/ by theend of theproject
Ultimate Program level
Beyond theproject
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KEY DEFINITIONS IN RBM IMPACT / Goal A broad, long term result expected at the
programme level. The logical consequenceof achieving a combination of outputs and
outcomes from the projects. OUTCOME / Specific Objective A medium term developmental result that
is the logical consequence of achieving acombination of outputs, within the durationof the project.
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OUTPUT
A short-term developmental resultthat is the logical consequence ofcompleted project activities and that
contributes to planned outcomes
ACTIVITY
A planned process that has beenfinished for both the purpose and thepeople for whom it was intended.
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INPUT The human, organizational, physical
and financial resources contributeddirectly or indirectly by thestakeholders of a project
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Example:
Impact: - Improved self-esteem of women.
Women invest the money in their own and
familys health care, education Outcome:
At least 75 women improve their income from
animal rearing by a minimum of Rs. 1500/- per month.
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# 100 women become aware aboutbenefits of rearing animals in ascientific way.# 100 women gather the knowledgeand skills to rear animals# 90 women mobilize loans andpurchase animals# 90 women construct sheds and takeproper care of animals.
Outputs
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OPERATION OF BOTTOM-
UP RESULTS CHAIN
Each Project is designed to achievea purpose
The Purpose determines who we wantto reach? What do we want to achieve?(Final Outcome Result)
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RESOURCES (INPUTS) & ACTIVITIES : HOW ?
Ask HOW do you want to achieve thePurpose :
To achieve the purpose of a Project anumber of activities must be undertaken
To carry out these activities sufficientresources (human and financial have to beallocated)
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HOW ACTIVITIES LINK TO OUTPUTS
INPUTS/RESOURCES
COMPLETED ACTIVITIES
OUTPUTS
OUTCOMES
IMPACT
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HOW RESULTS CHAIN OPERATES
o Inputs and Activities in a projectproduce outputs
o Outputs collectively should lead to theoutcomes
o A combination of Outcomes of severalprojects in a Priority should contributeto the impact at the Program level
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HOW TO SET RESULTS
Consider the 3 Rs
Results (WHY AND WHAT)Reach (WHO)
Resources and Activities (HOW)
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(R 1) Consider Why do we want a Project? This helps to set the Longer Term Results(Impact) on the country, society, region (Moreat the Program level)
(R 2) What do we want to achieve? Thishelps to set the Short and Medium termResults of a project (Outputs and Outcomesof a project)
(R 3) Who do we want to Reach? Who willthe project benefit (the target) which must beintegrated with outcome result
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Type of Results
Quantitative Results
Results, the achievement of which can bemeasured objectively.
Increase in income
Increase in membership
Increase in height, weight.
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Qualitative results
Results, achievement of which can bemeasured, but not objectively.
Increase in self esteem
Increase in skills
Increase in awarenessChange in attitudes
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Results must show the change as an effect of the organizations Intervention
Words that indicate change: Improved (Living Standard)
Increased (Monthly Income)
Greater (Awareness)
Enhanced (Capacity of Staff)
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THE FRAMEWORK
APPROACHPurpose Each project is designed to achieve a
purpose The purpose determines (1) Who is
the reach or target and (2) what is to
be achieved?
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CAUSE & EFFECT CHAIN
Completion of all the activities mustproduce all the Outputs necessary toproduce the Outcomes
Outputs are the causes that lead tothe effect - OUTCOMES
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CAUSE & EFFECT CHAIN
Inputs Activity Outputs
Inputs Activity Outputs
Inputs Activity Outputs
OUTCOMES(Purpose)
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TIPS ON SETTING PROJECT PURPOSE
Set only one purpose for aproject
It helps to bring a focus
Only in exceptional cases,dual purposes should beconsidered
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INTERNAL LOGIC OF THE PERFORMANCE CHAIN
Inputs Activities Outputs
Outcomes Impact
The human organisationand physical resourcescontributed directly andindirectly by the
stakeholders of aproject
The Coordinationtechnical assistanceand training tasksorganized and
executed by projectpersonnel
A short termdevelopmental resultthat is the logicalconsequence of
project activities
A medium termdevelopmental resultthat is the logicalconsequence of achieving acombination of
outputs
A long-termdevelopmental resultthat is the logicalconsequence of achieving acombination of outputsand outcomes
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RELATIONSHIP BETWEENOBJECTIVE & OUTCOME
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Objective:
500 families will be economicallydeveloped by March 2008
Outcome:300 families will earn additional
income of 10,000 rupees bygrowing___quintals of corn in 1
Ht. of land each by March 2008200 families will earn additional
income of 10,000 rupees byrearing__ pigs each by March 2008
Outcome is the expansion of objective
Objective is the summary of Outcomes
or
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OBJECTIVE/PURPOSE & OUTCOME
Peoples organizations at Upzila level isfunctioning and addressing lobbying, socialaction and awareness raising issues
OBJECTIVE/PURPOSE OUTCOME
Within two year
1. Peoples organization is identifying localissues and is independently;-Preparing plans of 6 monthly durationexecuting programs as per plan monitoring andevaluating its actions and results
2. Peoples organizations is successful inactions:-
Obtaining Khas land for 50 primary grouplandless members, for cultivation
Mobilizing House construction assistance for 20 Primary group members
Ensuring that attendance of teachers andchildren in 5 local government schoolsimproves
Ensuring that loan recovery from Primarygroup members to the NGO improves from80% to 90%
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ACTIVITIES AND OUTPUTS
ACTIVITIES OUTPUTS
Discuss the need for reviving the federationwith primary group members
Workshop to develop purpose, structure,rules and systems for proper functioning of peoples Organization
Orientation and leadership training to electedrepresentative / leaders
Primary group members feel the need andagree to revive the federation / peoples organization
People organization members revisit anddecide the purpose, structure, rules
People organizations leaders become awareabout their role and tasks and the purpose andsystems of the organization.
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Activity Output Facilitate thefunctioning of thefederation
Facilitate microplanning
Facilitate linkagewith the Govt.offices
Federation organizesregular meetings andtakes independentdecisions
Federation prepares microplan Decides results,tasks to be performed,dividesresponsibilities,Preparebudgets
Federation leader beginto visit Govt officers andraise their demands
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ASSUMPTIONS/RISKS
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ASSUMPTIONS Assumptions are :
The required external conditions that willfacilitate the generation of results
This condition must exist for the internal causeand effect chain to work
These conditions are such that planners /managers are not able to control as they are
external to the project
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RISKS
Risks are the factors that will negatively affect theassumptions and negate the positive conditionsrequired to produce results.
TYPES OF RISK:
Internal Risk:
External Risk:
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RISK MANAGEMENT
Consider risk management strategies andallocate resources (risk allowance) to bring the risk factors under management control.
It may be possible to easily mitigate a risk thatyou have rated high, with corrective actions. Onthe other hand, a low risk situation may be difficultto mitigate
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Pre conditionIf finances and competent trainers are
available
ActivitySkill training and managementtraining to farmers is given.
Assumptionif Banks provide credit to purchase
cattle/seeds
OutputThen.farmers grow vegetables/rearanimals
Assumptionif farmers get good market andgood price for their produce
OutcomeThen..farmers improve their income
Assumptionif inflation/cost of living remains low
ImpactThen.. farmers have improved qualityof life housing, education and health
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RESULTS INDICATORS
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Performance against results is measured throughthe use of indicators
What is an Indicator ?
A tool to measure a result
An evidence that a result has been achieved
An Indicator is a pointer that helps you tomeasure progress
towards achieving results
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INDICATORS Indicators are qualitative andquantitative measures of results at
output, outcome and impact levels These are used to monitor progresstowards the achievement of
expected results.
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TYPES OF
INDICATORSIndicators can provide the evidence of aspecific results in the following terms:
1. Qualitative2. Quantitative
Qualitative indicators are judgments andperceptions derived form subjectiveanalysis.
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Quantitative indicators are numerical
measures of quantity includingstatistical statementsFor Example, peoples organization
which is essential for sustainabledevelopment can be measured in bothquantitative as well as qualitativeterms.
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RESULT INDICATOR
All the children between the age groupof 0-1 will achieve normal nutritionstatus
% of children between 0-1 age groupwho achieved normal height andweight as per their age
500 Children will complete primaryeducation
No. of children who passed 5 th standard (primary education)
Water user Association (WUA) willmanage their water resourceseffectively by 2007
No. of members who have receivedthe water for irrigation as per the
initial agreement made in WUAmeeting% of tail end farmers who have
received the water as peragreement
No. and percent of members who havepaid their dues fully
Availability of surplus money (formaintenance of equipment) aftermeeting all running expenses.
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TYPES OF INDICATORS
Quantitative statisticalmeasures:
Number of
Frequency of
% of
Ratio of
Qualitative judgments orperceptions
Presence of
Quality of
Extent of
Level of Satisfaction of
beneficiaries
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TO SELECT INDICATORS
Consult with Stakeholders
Brain storm indicators
Apply the selection criteria
Discard those that do not meet criteria
Retain the best minimum number in official document
Keep a reserve pool(Remember 1-2 indicators per Outcome at the
Purpose level might be adequate to start with in LFA.Keep rest in reserve
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INDICATOR SELECTION
Valid
Useful
Reliable
Simple
Affordable
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3. Reliable:- Is it a consistent measure over
time/situation?4. Simple:- Will it be easy to collect and analyze the
information?5. Affordable:- Can the program/project afford to
collect the information?
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What is a LogicalFramework Analysis
(LFA)?LFA is best used to assist :
In setting strategic objectives;Defining a chain of expected Results;
Selecting appropriate performance indicators thatare gender sensitive to measure progress towardsthe expected results;
Identifying underlying assumptions and risks
L F M i
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Expected Results
Impact
Outcomes
OutputsInputs (Resourcesand Activities)
Project Purpose
Project Goal
Expected Results PerformanceMeasurement
PerformanceIndicator
PerformanceIndicator
Performanceindicator
Assumptions/Risk
Assumptions:
Risk assessment:
Assumptions:
Risk assessment:
Assumptions:
Risk assessment:
Log Frame Matrix(LFM)
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PERFORMANCE MEASUREMENT FRAMEWORK
CollectionMethods -how
Frequency- Howoften
Datasources- Fromwhom
Performance
indicators What info
Performance
Framework
Impact
Outcome
Output
Activities
Personresponsible
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The LFA is the building block for successfulprojects.
Results need to be SMART.
Projects need to define expected results at theoutput and outcome levels.
Results require indicators to capture evidence of results.
Assumptions are conditions required for expectedresults to be achieved.
Risks are factors that affect the assumptions.
KEY PRINCIPLES OF RBM
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STEPS FOR PARTICIPATORY PROJECTPLANNING
Secondary data collection
Identify issues with the involvement of field
staff based on the secondary dataProblem analysis on any major problem
with the involvement of field staff
Conducting problem analysis in the fieldand matching it with the staffs problemanalysis
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Preparing the final problem analysis
Verify the final problem analysis solutionwith the villagers
Participatory planning session with thecommunity
Derivation of the objectives and theoutcome from the field
Logical framework analysis with the team of staff
Sharing the log-frame with the community
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DIFFERENT STAGES OF PROJECTINTEGRATING RBM
In a Project, RBM Framework is used at the:
Project Planning and Design stage
Project Contracting and Agreement Stage
Project implementation and Monitoring stage
Project Closing, Evaluation and Audit stages
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RESULT BASED MANAGEMENT AT THEPLANNING AND DESIGN STAGE
At the Planning and Design Stage RBM involves:
(a) Setting Goal & Purpose of a project
Setting realistic results at Goal andPurpose levels
(b) Allocating Inputs (the activities andaccompanying budgets) required toproduce the results
Setting short term results to be producedby the activities
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Identifying indicators (evidence) to measure thechange or assess achievement of results set at theGoal, Purpose and Inputs levels
Identifying assumptions or conditions which willmake achievement of results possible at each of the levels
Assessing levels of risks that could negate theassumptions and thus, negatively impact onresults achievements at each of the levels
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RESULTS BASED MANAGEMENT AT THE IMPLEMENTATION STAGE
RBM at implementation stage involves:
Monitoring progress towards resultsusing indicators Reviewing indicators during monitoring
Monitoring Resources utilized toachieve results
Reporting on results achieved andbudget spent
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PROBLEM TREE ANALYSIS
Problem tree analysis is a analyticalprocess and tool that can be used to
ascertain the root causes of a givenproblem, and also its effects.
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BENEFITS FROM PTA
Helps in clearly understanding the causesand effects of the problem
Helps in finding a comprehensive solutionand effectively planning the project.
Helps in selection of the most viablestrategy.
Helps in ascertaining the projectobjective/Outcome and also the outputs.
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HOW TO DO PTA
Decide a problem statement Identify direct, immediate (I level)
causes of the problem and place thembelow the problem. If there is more than one cause,
place them both below the problem,but parallel to each other.
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Explore the further direct causes ofeach of the I level cause identified
and place them below. Carry on exploring till you reach theroot of the problem.
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When to stop the
analysis You may stop if you are enteringaltogether a new sector. For e.g.:- you are exploring the causes
of disease (diarrhea) and you reach lowincome as one of the sub causes.
You may also stop if you reach
aspects of human nature. For e.g.:- lack of desire/willingness onpart of the people to do something.
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Stakeholder analysisStakeholder is any person or institution thathas anything to gain or loose from aparticular organization, project, targetgroup or situation.
Accordingly they may play a positive ornegative role in that situation or
organization.
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Define the target group or situation Identify the stakeholders Assess if they play a positive or
negative role or both Assign ratings to the differentstakeholders depending upon theextent to which they influence thesituation
Steps to stakeholder analysis
l
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Environment Analysis
Helps in assessing the macro and themicro environment that the
organization is placed in and inplanning strategies in accordancewith the opportunities and thethreats that the environment holdsfor the work of the organization.
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Optional methods forenvironment analysis
I. Simple Opportunities and Threatsanalysis
II. Classifying Opportunities and threatsfrom Macro and Micro perspective
III. STEP model - Identifying Opportunitiesand threats from the perspective of Socio cultural environment T echnical environment Economic environment Political environment
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Developing the programstrategy
Program strategy is the broaddescription of a long term
interventionProgram strategy serves as a guidelinefor the projects that may beformulated
Program strategy answers the threemain questions of why, what and howand with whom
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Program strategy does not concernitself so much with the questions of
How much, by when, by whom
P i i f d l i
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Pre requisites for developingprogram strategy
Condition of the target group Clear cause and effect of the problem (Problem
tree analysis)
Clear understanding of the role and importance ofthe different stakeholders Knowledge and experience of best practices to
work on that theme or with that target group Clear organizational approach and methodology
C f P j
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Contents of a ProjectProposal
Project Title Organization Details
Summary of the Project Proposal Organization Objective and
Structure
Present situation/Background Intervention & Achievements so
far
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Need for present intervention Proposed Strategy
Staffing of the Project LOGICAL FRAMEWORK MATRIX Budget
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Tha nk you..