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Result Based Management (RBM) Framework For 11 Fy Plan
Result Based Management (RBM) Framework For 11 Fy Plan
Royal Institute of Management with Gross National Happiness Commission Secretariat Based on GNHC slides
Why RBM?
Pressure to be Efficient and Effective People want better services Politicians want to meet the needs of people (get elected again) RAA and MoF want more effective use of resources Market responds well to efficiency and effectiveness Donors value both efficiency and effectiveness Public wants to perform better
Focus is on Performance/Results
Why does this organization exist? What would be lost if it did not exist? Who does it serve? What is it supposed to deliver for them?
Key: Measurement
Not easy to measure Improvement is not possible without measurement If you cant measure it you cant manage it?
Outputs
By the extent of goods/services delivered and the inputs to output ratio How many trainings organized? How many officials attended?
Sowhat is RBM?
RBM is a management strategy focusing on performance and achievement of outcomes and impacts.
RBM
Facilitates systematic thinking of three basic questions
What is our Goal: Are we doing the right thing? How will we reach that Goal: Are we doing it right? and How do we know whether we have achieved our goal or that we are doing it right: How do we know?
Project is asses on
Quality
(Standard, Rules and Regulations)
Budget
(money)
Time
(Schedule, Timetable)
The Origins.
Peter Drucker and MBO in the 60s 70s, evolved to Logical Framework 80s, adopted by UK and New Zealand 90s, adopted by USA and OECD countries 90s , became an aspect of New Public Management Now, increasingly used to show good results
Inputs
Activity
Output
Outcome
Impacts
KEY CONCEPTS
Results Logic Model
Logic Model is the structured, causal sequence of inputs, activities and outputs required to achieve desired outcomes and impacts of a development intervention (programme, project).
Situational Analysis
Strategies / Issues
I N P U T S
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Results
Transformation Process
Inputs
Exercise
Results???
Outcomes
Outputs
Activities
Transformation Process
Inputs
Transformation Process
KEY CONCEPTS
Inputs
Are the financial, human and physical resources that make a program or project possible. Links results logic to budgeting
Examples of Inputs
Expertise, Equipment, Facilities, Supplies and Services like travel, phone and accommodation
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Examples of Activities
Construction or Installation; Curriculum Design; Training and Coaching; Immunization
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KEY CONCEPTS
Outputs
Short term a change that is observable as you complete the activity. You have substantial control and influence. You can assign resources. Involves very specific groups of people. Contributes to the realization of outcomes.
Examples of Outputs
Service centre with facilities constructed Managers trained in change management Gomphu-Panbang Highway constructed
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Examples of Outcomes
Service centres fully occupied with employment generating businesses Improved performance of x institution Increased mobility of the nearby communities
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KEY CONCEPTS
Impact NKRAs
Long term a picture of a preferred future; Is observable well after the program or project is complete. You can only make a contribution and have an indirect influence. The change usually involves an even wider group of people
Examples of Impacts
Household incomes increase within areas served by service centres; Improved Governance; Reduced incidence of rural poverty;
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Output
Immediate, upon completion of an activity
Outcome
Upon completion of a project or program
Impact
Beyond project/program cycle
Time
Control/
Influence Sphere of Influence
Indirect control
No control
OUTCOME: Training institution has capacity to provide on-going training in the long term
The Questions
Output what little steps will contribute to each outcome? (Will be more than one)
Indicators how will we measure success at each level? (Different indicators for each level) Measurement - what exactly will you measure? Activities/Strategies/Interventions - what are we going to do?
Quiz 1
Group work
Weekly/Quarterly/Bi-Annual/Annual Monitoring
SITUATION ANALYSIS
IMAGE OF REALITY
CAUSE AND EFFECT RELATIONS
Food Shortages
Destruction of harvest
2. How might a results-based approach enhance the management practices within the Bhutanese public sector? (maximum 3)
Inputs
Activities
Outputs Outcome
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Indicators.
Indicators represent what is measured to determine whether or not, and to what extent, results are being achieved. (AUCC 2006).
INDICATOR EXAMPLES
Result:
Microfinance institutions (MFIs) have expanded lending capacity
INDICATOR EXAMPLES
Result:
A functional immunization program contributes to reduced mortality from immunizable diseases.
Indicator: Percentage decrease in mortality rates from immunizable diseases.
INDICATOR EXAMPLES
Result:
Health centres provide appropriate reproductive health services to members of the community.
Indicator:
User satisfaction with reproductive health services provide by centre.
INDICATOR EXAMPLES
Result:
Improved telecommunications system in target rural region.
Indicators:
- % increase in rural people in target region with telephones - Level of satisfaction of users of telecom service.
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Two Types
Quantitative indicators:
judgements
It is good to use a combination of qualitative and quantitative indicators where possible.
INDICATOR
Indicators:... quantitative or qualitative variable
that allows the verification of changes produced by a development intervention relative to what was planned
Types of Indicator:
Quantitative Indicator expressed in numbers, percentages or ratio
of: E.g. Three numbers of service centers constructed/ 50% of the EX level officials trained in change management
Qualitative Indicator seeks to measure quality, based on perception, opinion and levels of satisfaction; E.g. Citizens perception of service delivery/ Public perception of air pollution in Thimphu
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INDICATOR
Types of Indicator: Proxy Indicator Used when results cannot be
measured directly either because the data for direct indicator is not available or not feasible to collect at regular intervals. Example type roofing materials or televisions as a proxy measure of increased household income
E.g. Review of related act completed by May 2012; First stakeholder meeting completed by June 2012. 49
Identifying Indicators
1. For each result, ask: What will be observed if this result is achieved?
2. Develop a list of both qualitative and quantitative indicators for each result.
3. Select indicator(s) for each result that best fulfill the following criteria: Specific is the indicator clear on what is being measured? Measurable is it objectively verifiable? Attainable is it realistic and cost effective? Relevant does it capture the essence of the result? Timely can it be measured in a timely manner? 4. Once indicators have been selected, baseline data must be collected.
RBM KEY CONCEPTS AND TOOLS CONSTRAINTS (Assumptions and Risks) Indicators Indicators Indicators
Inputs
Activity
Output
Outcome
Impacts
2. The method for collecting information from the source. E.g. interviews, report monitoring, field visits, focus groups
Examples
Result:
Microfinance institutions (MFIs) have expanded lending capacity
Indicator:
Examples
Result: A functional immunization program contributes to reduced mortality from immunizable diseases.
Indicator: Percentage decrease in mortality rates from immunizable diseases. MOV: Ministry of Health yearly statistical report
Assumptions describe the necessary conditions that must exist if the cause-effect relationships between levels of results are to behave as expected. (CIDA 2000)
IMPACT ASSUMPTIONS
OUTCOMES
ASSUMPTIONS
OUTPUTS
ASSUMPTIONS
Step 2: For each assumption, rate the level of risk that the assumption will not hold true (low, medium, high)
Step 3: Identify risk management strategies that will lessen the likelihood that assumptions will not hold. Start with risks ranked as high.
Results-Based Planning
Activities/Interventions/Strategies
Results
Impacts
Outcomes
Measurement
Outputs
Indicators
Impact)
Impact(s) Impact(s) Outcomes Outcomes
Impact(s)
Outputs...Outputs...Outputs...Outputs
Activities/Interventions/Strategies
Outputs...Outputs...Outputs...Outputs Outputs...Outputs...Outputs...Outputs
Measurement
Vision Indicators Impact(s)
Indicators
Outcomes Outcomes
Activities/Interventions/Strategies
Indicators Outputs...Outputs...Outputs...Outputs
Activities/Interventions/Strategies
Plan Down
Vision
Implement Up
Outputs...Outputs...Outputs...Outputs
Activities/Interventions/Strategies
Bigtime Results
Impact(s)
Move from bigger to smaller chunks
Outcomes Outputs
Activities
Plan down
Implement Up
BASELINE A Baseline is Information (quantitative or qualitative) that provides data at the beginning of, or just prior to, the planning period. The baseline is used to:
- Learn about recent levels and patterns of performance on the indicator; and to - Gauge subsequent policy, program, or project performance
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1 2 3
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One-Time Survey
Community Interviews
Direct observation
Census
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TARGETS
Targets
are the quantifiable levels of the indicators that a country or organization wants to achieve at a given point in time
-
For Example
Increase Agricultural exports by 20% in the next three years over the baseline
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Target Performance
Desired level of performance to be reached within a specific time
For Example: Increase Rice production (MT) by 20% in the 10th FYP Baseline (85000)
102000 (85000+17000)
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Additional Considerations
RESULTS FRAMEWORK
RESULTS INDICATOR
Percentage of malnourished children under 5 yrs
BASELINE TARGET
35 20
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Helps us to complete matrix - becomes your results framework! Define results and provides a plan to track and measure progress and achievement of these stated results
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Monitoring System
Each Result should be backed by the strong monitoring system
Indicator Baseline
Target
Data Analysis
Reporting Plan
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IN ESSENCE
Conducting a Readiness Assessment Selecting Key Indicators to Monitor Results Planning for Improvement Selecting Results Targets
Evaluations
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Baseline Data on Indicators Where Are We Today?
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Monitoring for Results
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Reporting Your Findings
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Important input towards implementing the Government Performance Management System (GPMS);
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Table 1: Programme Results Matrix Results Levels Indicators Baselines Plan Targets
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Total
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