RBM Learning Module 1 - "Let's Play Football!" - Draft 8
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A self-directed PPT presentation that explains the basics of Results-Based Management for community development. Aimed at local communities and Southern NGOs, but also may be useful for Northern NGOs looking for an introduction to RBM or ways to share it with their partners.
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RBM Learning Module 1 - "Let's Play Football!" - Draft 8
- 1. Let’s Play Football! An Introduction to Results-Based Management for Community Development Practitioners By Will Postma & Dwayne Hodgson
- 3. RBM: plan and explain a community project
- 4. Watch, listen, discussand do!
- 5. Pencil or pen and some paper.
- 6. Work alone, with a partner or in a group.
- 8. Create a strategy of how you’ll achieve the different positive changes (results) your community wants to see;
- 9. Describe how you will know if you’ve been successful;
- 10. Predict the challenges that you might encounter in your project and how you might avoid or fix them;
- 11. Plan how you will share your successes with others;
- 13. What is RBM? You already bring lots of personal experience in making plans. When planning a community development project with other people, it can be helpful to organize your ideas in a way that helps others to understand what you want to do and the difference it will make for the community.
- 14. What is RBM? “Results-Based Management” or “RBM” is one approach to organizing and explaining your community’s dreams and ideas. RBM approaches can sometimes involve a lot of complex terms and complicated forms. But at root, it is an approach to planning, monitoring and managing a project in which you “begin with the end in mind”.
- 15. Begin with the end in mind… Imaginethat you about to go on a long trip from point A to B. Before you begin, you need to know where you are going, right? In RBM, we call this the project’s “ultimate outcome.” B A
- 16. Then choose the best route If you’ve chosen the destination, you then need to choose the best route to get there. There are often many many routes that you can choose from. There are no doubt different ways to arrive at your destination. B A
- 17. Then choose the roads Once you know where you want to go, and the route you will take, you now need to choose the roads you will follow. There are stops along the way that are similar to a project’s “outputs”, “immediate outcomes” or “intermediate outcomes.” B A
- 19. Sail a boat?
- 20. Ride a donkey?
- 21. Take the bus? The way we “get there” in a community project is to do “Activities”. B A
- 22. Remember where you’re going! We wouldn’t go on a trip just to “take the bus”. We are always trying to get to our destination. B Similarly, in a project, we don’t do “activities” for their own sake. We’re always working towards achieving the ultimate outcome. A
- 23. RBM: 6 questions What do we ultimately want to improve in our community? (ultimate outcome) How will we make that happen? What do we need to do in the short and medium term (activities, outputs, immediate and intermediate outcomes)? What problems might we encounter as we go ? (risks, prevent and fix) How will we know if we are successful? (monitoring plan)? How will we change our strategy as we go? (If need be) How will we share the story of our project?
- 24. Let’s play football! Listen and watch this presentation that compares using RBM in a community development project to playing football.
- 25. Become Champions = Ultimate Outcome Imagine that you are coaching a team that is about to begin a new football season. Before the season begins, you all agree that you want to become the champions at the end of the season. In a community project, we would call this the “ultimate outcome”.
- 26. Playing Better = Intermediate Outcome In order to become league champions, however, the team needs to play better to win more games. In a community project, this change in how well they play would be like a project’s “intermediate outcomes”.
- 27. Improved Skills = Immediate Outcomes And in order to win a game, your team must first improve its knowledge and skills to play the game. In a community project, we’d call an improvement in knowledge and/or skills the “immediate outcomes”.
- 29. study new plays
- 30. exercise
- 31. buy new footballs and shoesIn a community project, we call these “activities”.
- 33. More income and savings
- 35. Creating savings groups and loan circles
- 37. Activities & Results Defined Activities Results Time
- 38. Results & Activities: An example Time
- 39. Translation Before we continue, take a few moments to translate the following words so that a neighbor in your community can understand them in their language. Note any words that are difficult to explain or translate.
- 41. Our answer Decrease in HIV/AIDS levels in community More youth practice safer sex Workshop held for youth on how to prevent HIV/AIDS Youth know how to prevent spread of HIV/AIDS Time
- 42. Creating a Game Plan for Success
- 43. A Plan for Success: Outputs
- 44. A Plan for Success: Immediate Outcomes
- 45. A Plan for Success: Intermediate Outcomes
- 46. A Plan for Success: Ultimate Outcome
- 47. A Plan for Success: Complete
- 48. Your turn
- 49. Our answers
- 52. Planning to avoid problems
- 54. the number of goals our team has scored, or
- 56. what it felt like to play each game,
- 57. the sense of team spirit that we have,
- 61. Outcome Scorecard Outcome Scorecard Intermediate Outcome: Improved and sustainable crop yields Immediate Outcome: Farmers able to apply sustainable crop production techniques on land.
- 62. Translation Time Before we continue, take a few moments to translate the following words so that a neighbor in your community can understand them in their language. Note any words that are difficult to explain or translate.
- 67. What was a new thing that you learned?
- 68. What questions do you have about community project planning and RBM?Share your answers with your colleagues.
- 69. Thank-you & “Have a good game!” Thank-you for taking the time to work through this presentation. We’d love to hear your comments and suggestions for improving this module….
Editor's Notes
- Let’s Play Football!An Introduction to Results-Based Management for Community Development PractitionersA presentation developed by Will Postma of Save the Children Canada and Dwayne Hodgson of learningcycle.ca
- Welcome! In this session, we’ll look at one way to plan a community project and explain your plans to others. We invite you to watch, listen, discuss and do! Occasionally you will need a pencil, pen and some paper.You can work alone, with a partner or in a group.Are you ready to begin? Click or press the down arrow to continue.
- In this session, you will: Explore how planning a community project is like playing footbal; Create a strategy of how you’ll achieve the different positive changes (results) your community wants to create. Describe how you will know if you’ve been successful Predict the challenges that you might encounter in your project and how you might avoid or fix them. Plan how you will share your successes with others. Translatesome key words into your local language.
- In order to “warm-up” before we begin, we invite you to:Thinkof something important that you have accomplished in your life that required planning. It could be a house you’ve built, a wedding, planting a field, etc. Name2-3 actions you did to make it happen.Name2-3 changes that showed you that you were successful. Write you answers on a piece of paper and savethem for later.
- As you have just demonstrated, you already bring lots of personal experience in making plans. In fact, most people make many plans every day without even thinking about it. When planning a community development project with other people, it can be helpful to organize your ideas in a way that helps others to understand what you want to do and the difference it will make for the community.
- Results Based Management simply asks 6 questions:1. What do we ultimately want to improve in our community? (impact)2. How will we make that happen? (activities & short/medium term results)3. What problems might we encounter as we go ? (risks, prevent and fix)4. How will we know where we are successful? (monitoring plan)?5. How will we change our strategy as we go? 6. How will we share the story of our project?
- Listen and watch this presentation that compares using RBM in a community development project to playing football or soccer.
- Imagine that you are coaching a team that is about to begin a new football season.Before the season begins, you all agree that you want to become the league champions at the end of the season. In a community project, we would call this the “ultimate outcome”.
- In order to become league champions, however, the team needs to play better to win more games.In a community project, this change in how well they play would be like a project’s “intermediate outcomes”.
- And in order to win a game, your team must first improve its knowledge and skills to play the game.In a community project, we’d call an improvement in knowledge and/or skills the “immediate outputs”.
- And in order to score goals, your team must: kick the ball, pass the ball make corner kicks, throw the ball in from the sidelines, defend the net and many other activities.
- In Results-Based Management, we need to make a distinction between Results and Activities.Resultsare the positive changes that the community wants. These include: Better health More income and savings Less soil erosionOutputs, outcomes and impacts are all results.Activitiesare the actions that we take to make those changes happen. These include: Immunizing children Creating savings groups and loan circles Planting vetiver grass on hillsides Completing our activities leads to the changes or results that we seek for the community.
- Some RBM approaches also distinguish between: Activities and Outputs. Activities are what people do (e.g. practicing football, buying new jerseys, creating strategies).Outputs are those completed activities or the products of those completed activities (e.g. practices completed, jersey’s purchased, strategy plans completed.
- To review, we have Activities and Results. The Results are broken down as Outputs, and three levels of Outcomes: Immediate, Intermediate and Ultimate. Activities are what the project does – although of course this means involvement by community participants, staff and stakeholders, such as government technical staff or other suppliers, trainers, vendors, etc. Outputs are the products of the goods, services produced or the completed activities The Three Levels of Outcomes represent the Changes in Capacity, Behaviour and Situation for the project participants.
- Listen and watch this short example of an agriculture project.One of the activities that the project includes is to “Hold training workshops for farmers on sustainable crop production”. Once completed, the Output would be “Farmers trained on sustainable crop production”. The Immediate Outcome or change in capacity would be “Farmers know how to produce crops more sustainably”The Intermediate Outcome or change in behaviour would be that “Farmers apply these skills to improve their yields” If that Output is met, they should see the Outcome result of “improved and sustainable crop yields”And this Outcome result will in turn help to meet the overall Impact result of “Improved food security and income” for the community.
- Before we continue, take a few moments to paraphrase or translate the following words so that a neighbor in your community can understand them in their language ActivityResultOutputOutcomeImpactNote any words that are difficult to explain or translate in that language.
- With your paper and pen, rewrite the following activities and results in the order they would occur in time. (Our answer is on the next slide).
- Here’s how we ordered the four statements. How does this order compare to your answer? First the community holds a workshop for youth on how to prevent the spread of HIV/AIDS. Having completed this Output, the Immediate Outcome of “Youth know how to prevent spread of HIV/AIDS” is met.And if the youth know how to prevent the spread of HIV/AIDS, we hope that more youth will practice safer sex. This is the Intermediate Outcome.And if more youth practice safer sex, we expect that there will be a decrease in the HIV/AIDS levels in the community. This is the project’s Ultimate Outcome.
- As you start thinking about the changes you want to see in your community (results), what you will do to make those changes happen (activities) and how the results and activities are connected, it can be helpful to create a picture or chart that summarizes these on one page.Here is an example..
- Using a chart is one way to present the results of your project and how they are interconnected. Let’s begin by filling in the first column on the left for Outputs (i.e. the completed activities).
- Once those Outputs were achieved, we would expect to see the following short term results or Immediate Outcomes.Note how each Output leads to an Immediate outcome, as shown by the arrow.
- If the Immediate Outcomes were achieved, we’d expect that the medium term results or Intermediate Outcomes would also be achieved. Note how the first two Immediate Outcomes of “farmers knowledgeable about sustainable crop production techniques” and “farmers have access to diverse and resilient seeds” both contribute to a single Intermediate Outcome of “Increased sustainable crop harvest”.
- Finally, if both the Intermeidate Outcomes were achieved, it should be possible that the overall, longer-term Ultimate Outcome of “improved food security and income” would also be achieved.
- Here is the “big picture” of our project with all of the results described. Note how activities and results are all interconnected so that one causes the next.
- With your pen and paper, take a few moments to organize the following Activity and Results statements on a chart. Think about the order they would occur . Be sure that the Activity will lead to the Outputs, the Outputs to the Outcomes and the Outcomes to the Impact.
- Here is how we organized the Activity and Result statements. Compare these with your answer. Note that in this example, we could say that all 3 Outputs would lead to a single outcome of Improved student performance.
- Before you go start the football season, you may want to think about what might go wrong would keep you from winning the championship, and what you might be able to do about it. For example, your players might become injured, or they might get a red or yellow card. Or the field might become too wet to play on or the opposition’s fans too loud and intimidating. In the same way, before you begin a project, you should think about any problems that might arise that might make the project fail. You can then think about what you can do in the project to prevent these problems, or at least make sure that they don’t cause you to fail.
- One way to do this is to return to your project map and look at the “connections” between the Activities and the Results. On this chart, these are shown as arrows.For each of these connections, ask yourself, “what could go wrong? And what can we do about it before hand to prevent this, or afterwards to fix it? “
- For example, if we look at the connection between the Immediate Outcome, “Farmers able to apply sustainable crop production techniques on their land” and the Intermediate Outcome, “More sustainable crop harvest”, it is possible that there may be a problem of birds or insects eating the crop before the harvest. If that happened, the farmers would never be able to harvest more food and the community would not be able to have improved food security and income (the impact). We can reduce this possibility of this problem happening by using organic pest management techniques. While we can’t eliminate this problem, we should be able to reduce the likelihood of it causing the project to fail.Another problem that might come up is if the rains fail. Unfortunately, we can’t do much about the weather, but we could see what irrigation and water conservation techniques we might use in case there is not enough rain.
- Think back to our example of playing football. Obviously, we know that we’ve won the championship when we hold the trophy in our hands! But we’ll also need ways to keep track of how we’re doing well before that final whistle. We can look at: statistics on the number of games we won, the number of goals our team has scored, or the number of red and yellow cards we’ve received we can also describe the amazing corner kick pass that our striker kicked into the net, what it felt like to play each game, the sense of team spirit that we have, and the reaction of our fans. What are some other ways that you know that you’re getting there? In the same way, it can be helpful to keep track of how well the project is going so that we know if we’re on track or not. The best way to do this is to make a second plan for tracking our progress before we start the season. As we make the project happen, we can then compare where we expected to be with where we actually are.
- Similarly, for each of our projects’ activities and results, we need to say how we’ll know if we are successful or not. Sometimes this involves measuring numbers. For example, we can count the number of participants in a workshop or the increase in income for a family. In other cases, we need to tell a story about how a project has helped the community members.These ways of tracking our progress towards our ultimate goal “indicators”.
- Let’s go back to our example of an agriculture project. For each of the results, we can choose an indicator that will let us know if we are successful or not. For the output of “farmers educated on sustainable crop production”, for example, we can count the number of people who complete the workshop.For the Immediate Outcome of “farmers able to apply sustainable crop production techniques on their land”, we can count the number of farmers who are able to successfully apply these techniques on their own plot of land. For the Intermediate Outcome result of “Improved and sustainable crop yields, we can measure the change in crop yields after 3 years”And for the Ultimate Outcome result of Improved food security and income, we can ask the community members to share stories that illustrate how the project has helped them have more nutritious food and more income.There are many other indicators that we might choose, but the key is to choose ones that are easy to understand, that give a good picture of what we’ve accomplished and that will not take too much time to collect information on.
- Sometimes when we are playing football, we can get so busy playing the game that we lose track our ultimate purpose of playing. It can be really helpful to have someone to watch the game plan as we go!In a community project, we do this by collecting measurements and stories and comparing them against our game plan. This let us know if we’re on the right track or if we need to adjust how we are playing. One way to do this is to create a third chart that looks at each indicator and names: how we’ll find out how we’re doing, what we’ll need to collect these numbers or stories, how often we need to do this, the materials we’ll need and who is responsible to do the work. We
- One way to track your progress is to use an Outcome Scorecard that charts the achievement of the output over subsequent quarters as you move towards achieving the Outcome. In this example, they are tracking the number of farmers who are applying sustainable crop production techniques on the land every quarter. If enough farmers in the community are doing this, the community should see the Outcome of “improved and sustainable crop yields”. Based on the numbers, the project managers and the community can make decisions on what to do. For example, between quarters 3 and 4, they saw a decrease in the number of farmers applying the techniques, and they could then determine why and what to do to help them be successful.
- Before we continue, take a few moments to paraphrase or translate the following words so that a neighbor in your community can understand them in their language IndicatorsTarget MeasurementNote any words that are difficult to explain or translate in that language.
- When you have a strategy mapped out and plan for collecting the numbers and stories to track your progress towards victory, you can now make adjustments to how you play. For example, if you observe that you are not scoring as many goals as you need to win enough games, you might change the players around or change your practice routines. Similarly, in a community project, if you find that the activities that you are doing are not leading to the results that you want, you should change what you’re doing and try something else that will get you to your outputs, outcomes and impact.
- To review, planning a community project is a lot like preparing or a season of football. Before you start you need toCreate a game plan that shows our desired positive changes in terms of Impact, Outcomes and Outputs, and the Activities that will make these happen.Predict the problems that might come up during the season and how you can avoid or fix them.
- Name the indicators – both numbers and what we can learn from stories, discussions and conversations- that will let us track our progress and know if we are on trackCreate a plan for sharing your numbers and stories with others so they can celebrate your victories too.With all of these things in place, we can then manage the project and ensure that we achieve our ultimate goal of winning the championship.
- On a piece of paper, note the following:What did you learn in this session that was similar to what you knew before about planning a project?What was a new thing that you learned?What questions do you have about community project planning and RBM?