M Canares - RBME - Local Planners Conference

RESULTS-BASED MANAGEMENT Michael P.
Canares
Strategy Advisor
Step Up Consulting
AND EVALUATION @mikorulez
mikocanares@steupconsultants.com
MIKOCANARES@STEUPCONSULTANTS.COM
WHAT’S IN A WORD?
RESULTS RESULTS- MANAGEMENT EVALUATION

BASED
a describable or anchored on the act of getting people the systematic and objective
measurable change results together to accomplish assessment of an ongoing or
that is derived from a desired goals and completed project,
cause-and-effect objectives using available programme or policy, its
relationship resources efficiently and design, implementation and
effectively. results.
SO, WHAT THEN IS RESULTS-
BASED MANAGEMENT?
A management strategy or approach by which all
actors, contributing directly or indirectly to
achieving a set of results, ensure that their
processes, products and services contribute to the
desired results (outputs, outcomes and impact).
It involves the use of information and evidence on
actual results to inform decision-making on the
design, resourcing and delivery of programmes and
activities as well as for accountability and
reporting.
A CHAIN OF RESULTS
Financial, human, Tasks and actions Products Intermediate Long-term changes in

and material to transform inputs generated or effects on people social, economic, &
resources to outputs services delivered participating environmental conditions
inputs activities outputs outcomes impact
Operational results Developmental results
A CHAIN OF RESULTS
Planning for results
A CHAIN OF RESULTS
Managing for results
Managing delivery Managing results
A CHAIN OF RESULTS
Planning for results
Managing for results
Managing delivery Managing results
RESULTS ARE
CENTRAL IN RBM
LET’S HAVE A QUICK
REVIEW OF CONCEPTS
TAKE OUT YOUR
MOBILE PHONES
Open your browsers
Type www.menti.com
If it asks for a code, use
58398317
HOW DO WE NORMALLY ENGAGE IN THIS
MEASUREMENT PROCESS?
THE CENTRALITY OF INDICATORS
RESULTS are precise Performance indicators
statements of what is to specify exactly what is to be
measured along a scale or
be accomplished; dimension, but do not
e.g. increased income of indicate the direction of
farmers applying SALT change;
e.g. amount of household
income from SALT farming
PI VS. TARGET VS. RESULT
RESULTS are precise statements of what is to be accomplished;

e.g. increased financial literacy among entrepreneurs in X
PIs specify exactly what is to be measured along a scale or
dimension, but do not indicate the direction of change; e.g. literacy
rate, level of knowledge
Targets specify a particular value for an indicator to be
accomplished by a specific date in the future; e.g. Total financial
literacy rate to reach 85% among entrepreneurs in X by the year 2022
QUANTI VERSUS
QUALI
Quantitative indicators are statistical measures
usually indicating reach, breadth, or depth. This can
either be discrete (can be counted) or continuous
(can be measured).
Qualitative indicators reflect people’s judgements,
opinions, perceptions and attitudes towards a given
situation or subject. They can include changes in
sensitivity, satisfaction, influence, awareness,
understanding, attitudes, quality, perception,
dialogue or sense of well-being.
QUANTI VERSUS QUALI
Most common
quantitative data
Qualitative indicators
Number measure results in terms
Percentage of:
Rate • Compliance with・
Ratio • Quality of・
• Extent of・
• Level of ・
Proxy indicators
are a less direct way
THE VALUE OF PROXY INDICATORS of measuring progress
against a result.
OUTCOME: IMPROVED CAPACITY OF LOCAL
GOVERNMENT AUTHORITIES TO DELIVER SOLID WASTE
MANAGEMENT SERVICES IN AN EFFECTIVE AND
EFFICIENT MANNER
DIRECT INDICATORS PROXY INDICATOR
Percentage change in A survey question capturing the

percentage of clients satisfied
number of households with the quality and timeliness of
serviced weekly services provided by the solid
waste management service.
-based
Monitoring
Analyzing Gaps in Performance
Performance Gap Analysis
CURRENT
STATE
DESIRED
STATE
This Photo by Unknown Author is licensed under CC BY

WHAT
WENT
WRONG?
CURRENT STATE DESIRED STATE

KEY STEPS TO BRIDGE THE GAP
ACTION PLAN
This Photo by Unknown Author is licensed under CC BY

An analysis of the causes for the gaps in

performance needs to be conducted in order
to know the best strategic decision to be
made to course-correct.
an assessment͕ as systematic and impartial as focuses on expected and achieved
possible͕ of an activity͕ project͕ programme͕ accomplishments͕ examining the results chain͕
strategy͕ policy͕ topic͕ theme͕ sector͕ operational processes͕ contextual factors and causality͕ in
area͕ institutional performance͕ etc͘ . order to understand achievements or
the lack thereof͘
EVALUATION
A FEW THINGS TO REMEMBER
WE NEED TO RAISE THE LEVEL OF
AMBITION AND THINK OF THE BEST
WAYS TO ENSURE THAT THE
GOVERNMENT DELIVERS PUBLIC SERVICE
BETTER.
WHAT IS NOT REPORTED
DID NOT HAPPEN.
IF YOU DO NOT MEASURE RESULTS, YOU CANNOT TELL
SUCCESS FROM FAILURE.
IF YOU CANNOT SEE SUCCESS, YOU CANNOT REWARD IT.
IF YOU CANNOT REWARD SUCCESS, YOU ARE PROBABLY

REWARDING FAILURE.
IF YOU CANNOT SEE SUCCESS, YOU CANNOT LEARN FROM

IT.
IF YOU CANNOT RECOGNIZE FAILURE, YOU CAN’T CORRECT

IT.
IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN PUBLIC

SUPPORT. MIKOCANARES@STEUPCONSULTANTS.COM

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RESULTS-BASED MANAGEMENT Michael P.

RESULTS RESULTS- MANAGEMENT EVALUATION

Financial, human, Tasks and actions Products Intermediate Long-term changes in

inputs activities outputs outcomes impact

Operational results Developmental results

inputs activities outputs outcomes impact

Operational results Developmental results

Managing for results

inputs activities outputs outcomes impact

Operational results Developmental results

Managing delivery Managing results

Managing for results

inputs activities outputs outcomes impact

Operational results Developmental results

Managing delivery Managing results

RESULTS are precise statements of what is to be accomplished;

Percentage change in A survey question capturing the

This Photo by Unknown Author is licensed under CC BY

CURRENT STATE DESIRED STATE

This Photo by Unknown Author is licensed under CC BY

An analysis of the causes for the gaps in

IF YOU CANNOT SEE SUCCESS, YOU CANNOT REWARD IT.

IF YOU CANNOT REWARD SUCCESS, YOU ARE PROBABLY

IF YOU CANNOT SEE SUCCESS, YOU CANNOT LEARN FROM

IF YOU CANNOT RECOGNIZE FAILURE, YOU CAN’T CORRECT

IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN PUBLIC

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