This document provides an overview of results-based management (RBM) concepts used by UNDP Myanmar. It discusses the key principles of the Paris Declaration on aid effectiveness including ownership, alignment, harmonization, results, and mutual accountability. It then defines what constitutes a result and explains how to define results by analyzing the country situation, stakeholder needs, and desired outcomes. The document outlines different types of analysis used in RBM including causal, role/pattern, capacity, and rights-based analysis. It also discusses defining indicators, baselines and targets, and analyzing assumptions and risks. The goal of RBM is to focus on achieving development results and measure performance objectively.
How to customize the ‘Result Based Management’’ (RBM) approach for long term ...Ardeshir Sayah
In this report, firstly the main concepts of result based planning (RBM) argued and then some foresight models for road mapping introduced. Finally the assumption of this combination based on a MENARID and SMLWR road map shortly introduced.
Log Frames and Indicators for Result Based Management (IWC5 Presentation)Iwl Pcu
Isabelle van der Beck, UNEP
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
How to customize the ‘Result Based Management’’ (RBM) approach for long term ...Ardeshir Sayah
In this report, firstly the main concepts of result based planning (RBM) argued and then some foresight models for road mapping introduced. Finally the assumption of this combination based on a MENARID and SMLWR road map shortly introduced.
Log Frames and Indicators for Result Based Management (IWC5 Presentation)Iwl Pcu
Isabelle van der Beck, UNEP
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
The role of Monitoring and Evaluation in Improving Public Policies – Challeng...UNDP Policy Centre
IPC-IG's Research Coordinator, Fábio Veras Soares, presentation at the "International Conference on the
Institutionalization of Public Policies Evaluation", held in Rabat, on 5 October.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
After this lecture participants will:
understand the basics of project management and know the role of project manager,
understand principles of Project Cycle Management (PCM),
know how to use Logical Framework Approach (LFA) and key terms and definitions for proposals and reports,
understand key elements of project monitoring and evaluation (M&E) and its cycle within the project or program, and
learn about and use Active Implementation Frameworks (AIF).
A method for planning and assessing the social effects and internal performance of projects, programs, and organizations.“A project should see itself as a part of an interconnected web of actors, factors and relationships” (Sarah Earl, 2008 IDRC)
Monitoring and Evaluation system for PFES: Key findings and policy recommenda...CIFOR-ICRAF
This presentation by Pham Thu Thuy, Karen Bennet, Vu Tan Phuong and Le Ngoc Dung shows the key findings for M&E for Environmental Service, Social Impact, PFES contract and financial flows.
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
Challenges of policy implementation in public organizations.pptNGO SAPNA
Implementation of public policy is a real challenge. It needs systematic thinking, careful planning, close monitoring and effective performance evaluation.
An Accountability Framework would allow for goal directed expenditure, result-based performance monitoring, re-defined roles and responsibilities, synergistic alignment of resources, transparent reporting and data management, as well as mutual consensus on pre-determined consequences for falling short of articulated targets.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
The role of Monitoring and Evaluation in Improving Public Policies – Challeng...UNDP Policy Centre
IPC-IG's Research Coordinator, Fábio Veras Soares, presentation at the "International Conference on the
Institutionalization of Public Policies Evaluation", held in Rabat, on 5 October.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
After this lecture participants will:
understand the basics of project management and know the role of project manager,
understand principles of Project Cycle Management (PCM),
know how to use Logical Framework Approach (LFA) and key terms and definitions for proposals and reports,
understand key elements of project monitoring and evaluation (M&E) and its cycle within the project or program, and
learn about and use Active Implementation Frameworks (AIF).
A method for planning and assessing the social effects and internal performance of projects, programs, and organizations.“A project should see itself as a part of an interconnected web of actors, factors and relationships” (Sarah Earl, 2008 IDRC)
Monitoring and Evaluation system for PFES: Key findings and policy recommenda...CIFOR-ICRAF
This presentation by Pham Thu Thuy, Karen Bennet, Vu Tan Phuong and Le Ngoc Dung shows the key findings for M&E for Environmental Service, Social Impact, PFES contract and financial flows.
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
Challenges of policy implementation in public organizations.pptNGO SAPNA
Implementation of public policy is a real challenge. It needs systematic thinking, careful planning, close monitoring and effective performance evaluation.
An Accountability Framework would allow for goal directed expenditure, result-based performance monitoring, re-defined roles and responsibilities, synergistic alignment of resources, transparent reporting and data management, as well as mutual consensus on pre-determined consequences for falling short of articulated targets.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
School of ManagementProgram EvaluationMPA 513Week 3.docxanhlodge
School of Management
Program Evaluation
MPA 513
Week 3
School of Management
Policy in the NewsReview Needs Assessment / StakeholdersProcess EvaluationsExercise:Performance MonitoringExercise: City Stat exampleQuestions and Conclusions
Class Overview and Objectives
*
School of Management
In the News
Public Administration
Evaluation in the News
*
School of Management
Logic Models
Stakeholders
Review
*
School of Management
Involving StakeholdersGain broader perspective, avoid blind spots, try to ensure utilization of resultsKey stakeholders:Those served or affected by activityThose involved in program operationsThose in a position to make decisions about the activityFor a manageable process, the list of stakeholders must be narrowed to primary intended users
School of Management
Evaluating Internal Processes
“Now that this is the law of the land, let’s hope we can get our government to carry it out.” John F. Kennedy
School of Management
What is a Process Evaluation?
Process (formative) evaluations are aimed at enhancing your program by understanding it more fully, and whether it is functioning as intended.
Process evaluations study what is being done, and for whom these services are provided
*
Evaluators often distinguish between process/implementation/formative vs. outcome/impact/summative evaluations.
School of Management
Process vs. Outcome Evaluation
Process (Formative) – program managers, front-line staff, program designers, evaluation professionals and other internal and external entities focused on wanting to know why the program (or class of programs) is or is not working and what sort of program adaptations are appropriate.
Outcome (Summative) measures – legislators, accounting entities, interest groups, other levels of government, and other external entities focused on accountability or accreditation.
Evaluators often distinguish between: process or implementation (formative) vs. outcome or impact (summative):
*
School of Management
Illustration of Process Evaluation
Formative
Evaluation
Research
Examines
Inside The
Program
At “The
Process”
(1)Jablonski, J.R. Total Quality Management. Technical Management Consortium Albuquerque, NM.
*
School of Management
Organization Change and Process EvaluationProcess evaluation supports a program administrator’s desire to correct program deficiencies.Problem-solving orientation is different from evaluations that are more outcome-focused.Process intervention model provides a framework for planned organizational change.
“We are interested not so much in whether X causes Y as in the question , if Y is not happening, what is wrong with X.” –Sylvia et al, p.70
* Sylvia, Sylvia, and Gunn. 1997. Program Planning and Evaluation for the Public Manager. Waveland Press.
*
School of Management
Activities
Inputs
Outputs
Intermediate Effects/ Outcomes
Short-term Effects/ Outcomes
Long-term Effects/
Outcomes
Context
Assumptions
Stage of Develo.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. The Paris Declaration on Aid Effectiveness
Accra Agenda for Action and 2005 Summit Outcome
5 key principles
1.Ownership: Developing countries set their own strategies for poverty reduction,
improve their institutions and tackle corruption.
2.Alignment: Donor countries align behind these objectives and use local
systems.
3.Harmonization: Donor countries coordinate, simplify procedures and share
information to avoid duplication.
4.Results: Developing countries and donors shift focus to development results
and results get measured.
5.Mutual accountability: Donors and partners are accountable for development
results.
October 2010
Management Support Unit - MSU
2
3. How to Define Results?
Defining results begins with analysis of the country situation, review of the
comparative advantages of the UNCT, a stakeholder analysis and a
vision of desired outcomes
October 2010
Management Support Unit - MSU
3
4. Causal Analysis
• The essence of causal analysis is the examination of
the underlying causes of a condition, problem, or
event.
• Most social scientists accept that the concept of
causal relations is essential to the understanding of
social systems, even though cause and effect,
invariably cannot be observed directly.
October 2010
Management Support Unit - MSU
4
5. Role/Pattern Analysis
rights holders vs. duty bearers
- Identifies those whose rights have been affected (rights
holders) and those who are responsible for ensuring the
realisation of those rights (duty bearers)
- Allows to define the valid claims of rights holders and the
corresponding obligations of duty bearers.
- Allows to understand the complex web of relations between
rights holders and duty bearers at different levels of analysis
October 2010
Management Support Unit - MSU
5
6. Capacity Analysis
Capacity analysis examines ‘why’ duty bearers
lack the capacities to fulfil their obligations as
well as ‘why’ rights holders lack the capacities to
claim their rights (capacity gap).
Capacity entails different elements, all of which
need to be analyzed to identify capacity
development needs.
7. Rights-based results
Consider…
– Whose rights are not being met?
– Who has an obligation to act?
– What do these people need to be able
to act? (knowledge, skills, resources)
8. What comparative advantages?
Based on the SWOT exercise results in order to optimizing the
supports, building on strengths, addressing weaknesses,
capitalizing on opportunities and minimizing threats,
the following comparative advantages…..
focused on maximizing the efficiency and effectiveness
8
11. Result Based Management
1. Overview of RBM
2. RBM in Planning
3. RBM in Managing
4. RBM in Monitoring
5. RBM in Evaluation
6. RBM in Reporting
11
12. The RBM life-cycle approach
October 2010
Management Support Unit - MSU
12
13. Part I: Overview of RBM
October 2010
Management Support Unit - MSU
13
14. Part I: Overview of RBM
What is results based management?
RBM is a management approach aimed at ensuring
that activities achieve desired results (outputs, outcomes
and impacts)
A key component of RBM is performance monitoring
which is to objectively measure how well results are
being achieved, and to report on measures taken to
improve them.
RBM rests on clearly defined accountability for results
14
16. What is a Result ?
A describable or measurable
change resulting from
a cause and effect relationship
- UNDG agreed RBM terminology
APRC, Management Support Unit - MSU
16
17. Why is it important to choose key results?
APRC, Management Support Unit - MSU
17
18. Results are about Change
use “change language” rather that the customary ‘action
language’.
Change language has three characteristics:
• (a) it describes changes in the conditions/quality of life
of people;
• (b) it sets precise criteria for success; and
• (c) it focuses on results,
leaving options on how to achieve them – hence the need
to avoid expressions such as “through this and that” or “by
doing this and that”.
October 2010
Management Support Unit - MSU
18
19. Action language??
(a) expresses would-be results from the providers’
perspective – and usually starts with “to do this or
that”;
(b) can be interpreted in may ways because it is not
specific or measurable (e.g., “to reduce HIV
transmission”); and
(c) focuses only on the completion of activities (e.g., “to
open 25 new youth-friendly centers”)
20. The power of measuring results
If you do not measure results, you can not tell success
from failure
If you cannot see success, you can not reward it
If you cannot reward success, you are probably rewarding
failure
If you can not see success/failure, you can not learn from
them
If you can not recognize failure, you can not correct it
If you can demonstrate results, you can win public
support
Adapted from Osborne & Gaebler, 1992
APRC, Management Support Unit - MSU
20
21. Why RBM?....intended gains….
Provides crucial information – data/evidence
Provides the status of a project, program, or policy –
same data collected over time
Focus on results instead of activities - measurement of
programme achievements
Transparency - promotes credibility and public
confidence by reporting on the results of programs
Management Support Unit - MSU
21
22. RBM MfDR
Result based management
Managing for development
Results
a broad management strategy the emphasis on development
aimed at achieving improved
results rather than
performance and demonstrable organizational results
results
focused more on internal
results and performance of
agencies
keep the focus on
development changes in the
people
23. Typical pitfalls
Wordy (..and no change language)
To promote equitable economic development and
democratic governance in accordance with international norms
by strengthening national capacities at all levels and empowering
citizens and increasing their participation in decision-making
processes
Too ambitious
Strengthened rule of law, equal access to justice and the
promotion of rights
Containing multiple results
The state improves its delivery of services and its
protection of rights—with the involvement of civil society and in
compliance with its international commitments
24. Typical pitfalls
Wishy-washy, not a result (ie. Support provided to improve..)
Support to institutional capacity building for improved governance
So general, they could mean anything
To promote sustainable development and increase capacity at municipal
level
Overlapping with National goals/ MDGs (impacts)
Substantially reduce the level of poverty and income inequality in
accordance with the MDGs
Confusing means and ends
Strengthen the protection of natural resources through the creation of an
enabling environment that promotes sound resources management
25. Part II: RBM in Planning
October 2010
Management Support Unit - MSU
25
26. Part II: RBM in Planning
Results chain
Developing result matrix
Determining the indicators, baseline
and target
Assumption and Risk
October 2010
Management Support Unit - MSU
26
27. Part II: RBM in Planning
2.1 The Results Chain
The causal sequence for a development intervention that
stipulates the necessary sequence to achieve desired
objectives – beginning with inputs, moving through
activities and outputs, and culminating in outcomes, impacts
and feedback.
In some agencies, reach is part of the results chain. It is
based on a theory of change, including underlying
assumptions.
28. Results Chain in RBM
Planned Results
• Staff time
• Handouts
• Coffee
break
Activities
Activities
• Develop a
training module
• Deliver the
training
• Administer the
certification
exam
Outputs
Outputs
Outcomes
Outcomes
Impact
Impact
Judges have
increased
knowledge
in basic
human
rights
instruments
Judicial
process
improved
More people
have access
to justice
and are able
to exercise
their rights
If............, then…….
• Setting clear results to be achieved
• Cause-effect relationship throughout the results chain
UNDP Asia-Pacific Regional Centre, Management Support Unit
AFTER
BEFORE
Inputs
Inputs
29. Result Matrix with outcome and output levels
National development priorities or goals
Indicators, baseline, targets
Outcome 1
Output 1.1
Output 1.2
Outcome 2
Output 2.1
Output 2.2
MoV
Risks and
Assumptions
Responsible
persons
Indicative
resources
30. Result Matrix
What is an indicator?
A tool / variable to measure evidence of
progress towards a result or that a result
has been achieved
31. Indicators
Indicators describe how the intended results
will be measured - accountability
Objectively verifiable, repeatable measures
of a particular condition
Must be accompanied by baselines and
targets
32. Assumption: A Definition
A necessary condition for the achievement of
results at different levels.
Part of the cause-effect logic
Stated as though it is actually the case
Less probable at the higher level of the hierarchy
Management Support Unit - MSU
32
33. Risk: A Definition
A potential event or occurrence beyond the control of the
programme/project that could adversely affect the
achievement of the desired results
A threat to success not just the negative of an assumption;
a trigger for reconsideration of strategic direction
Risk assessments should consider a wide range of
potential risks, including strategic, environmental, financial,
operational, organizational, political and regulatory risks
Risk mitigation strategies: prevention; reduction;
transference; contingency plan; acceptance
Management Support Unit - MSU
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34. Assumptions and Risks
Increased
standards of living
among fishing
communities
then
Family & company
incomes increase
from previous year
if
Rate of fishing
is sustainable
Inflation reduces
value of income
and if
then
There is good
distribution system
and if
if
Unable to comply
with international
food regulations
65 tons of fish caught each day
APRC, Management Support Unit - MSU
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35. Part III. RBM in Managing
October 2010
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36. Part III. RBM in Managing
Managing effectively for results requires flexibility to
change your strategies and activities to better achieve
the results better
using a team-based approach to ensure that all
stakeholders agree with any proposed changes or
actions
Results matrices can be updated once a year with
agreement of all stakeholders
October 2010
Management Support Unit - MSU
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37. Part III. RBM in Managing
Key Challenges to RBM
Strategies to Overcome Them
Defining realistic results
Results should be commensurate with
your resources and reach
Ensuring a cause and effect
relationship and coherence
between output, outcome and
the goal
Be realistic with the definition of results
so that outputs and outcomes can be
realistically achieved.
October 2010
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38. Part IV. RBM in Monitoring
October 2010
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39. Part IV. RBM in Monitoring
A single, coherent Results Framework and a operational M&E Plan, embedded
within a National System for M&E are ideal for promoting coherence and
national ownership
Key Monitoring Tools
The Results Matrix (discussed in previous section)
The M&E plan
Provides opportunity to:
- Track progress in the achievement of results;
- Know whether the original strategies are still appropriate
- Make necessary adjustments to resources, both human and/or
financial
October 2010
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40. M & E Plan in M&E Components
October 2010
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41. Part V. RBM in Evaluation
October 2010
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42. Part V. RBM in Evaluation
External and Independent – free of conflict of interest
Impartial – removing bias
3 key functions:
• Utilization – as an input to provide decision-makers with knowledge
and evidence about performance and good practices;
• Accountability – to donors, stakeholders and general public
• Contribution – to institutional policymaking, development
effectiveness and organizational effectiveness
A key tool used in planning an evaluation is
• to review results achieved to data,
• five other variables: relevance, efficiency effectiveness, impact and
sustainability
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43. Part VI. RBM in Reporting
October 2010
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44. Part VI. RBM in Reporting
results-based reporting shifts attention away from activities
to results at output and outcome levels
results matrix (important aid) articulates the results at the
output and outcome level and the indicators, baselines and
targets - along with the review of indicators, assumptions and
risks
October 2010
Management Support Unit - MSU
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45. Part VI. RBM in Reporting (contd.)
In writing the results story, you will need to consider:
1.achieved & indicators of success
2.actual results compare to expected results
3.illuminating findings with quotes, testimonials, photos,
etc.
4.reasons for over or under achievement
5.involvement of others (partners, stakeholders,
beneficiaries) and degree of attribution, if possible..
October 2010
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46. Part VI. RBM in Reporting (contd.)
An effective report can also be one that highlights areas of inefficiency and poor results, etc.
October 2010
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47. Part VI. RBM in Reporting (contd.)
Quality criteria for results reporting, when reviewed and rated,
include:
1.completeness;
2.balance (good and bad);
3.consistency(between sections);
4.substantiveness and reliability;
5.clarity. (include ‘source’)
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48. The Secretary-General wants everyone
to support a united UN system.
“The true measure of
success for the United
Nations is not how much
we promise but how
much we deliver for
those who need us
most”.
Want to avoid the linear view of RBM.
Starting point is two-fold:
Where we are now (lessons learnt, evaluation findings, SWOT analysis, feedback from other units/RBx, etc)
Where we want to be in the future (i.e., the type of organisation we want to be, the way in which we want to meet the needs of our main stakeholders, and the quality and effectiveness of our services)
Emphasize – setting aside enough time to plan to monitor, evaluate etc
There are several degrees of changes – immediate, mid-term, longer-term, low level, high level, individual level, organizational level, institutional level, societal change, economic change, etc.
Key objectives of the session
many agencies now use the term ‘MfDR’
in their policy documents, guidelines and statements.
public accountability
how assistance is used,
what results are achieved, and
how appropriate these results are in bringing about desired changes in human development
Results Chains is based on a basic ‘logic model’ that describes the sequence of activities thought to bring about change and how activities are linked to the results the project/program is expected to achieve. a road map for stakeholders describing the sequence of related events
Results Chains – a series of expected achievements, linked by causality
Setting clear results to be achieved – the focus in on results, ensuring that the results are achieved, not towards ensuring that all activities and outputs get produced as planned
Activities and outputs reflect the process of implementing project activities. These are not the desirable end results in themselves. Development results – sustainable, positive changes in the conditions/situations at the country, institutional, or individual levels. The ultimate goals are the positive changes in the well-being of individuals (human development).
prevention; Prevent the risk from materializing or prevent it from having an impact on objectives
reduction; Reduce the likelihood of the risk developing or limiting the impact in case it materializes
transference; Pass the impact of the risk to a third party (e.g., via an insurance policy)
contingency plan; Prepare actions to implement should the risk occur
Acceptance; Based on a cost/benefit analysis, accept the possibility that the risk may occur and go ahead without further measures to address the risk
Substantiveness - existence or function, actual; real, solid basis; firm
There’s a great deal more that we need to do in the wider UN System to support the pilot process.
We have to balance the demands of donors, who want to see increased coordination, rapid changes and clear results as soon was possible, with the concerns of developing countries that coordination will take money away from programmes, or that coherence could lead to a reduction in UN operations or new aid conditionalities.
We must also realize that there is only so much the pilots can accomplish unless we make parallel progress at the global level in overcoming fragmented UN agency governance, and operational issues such as proprietary policies, systems and tools.
We need to work out the best ways to support the central concept of national ownership and the authority and accountability of the UN Resident Coordinator.
We need to further delineate the UN Development Programme’s two roles as manager of the resident coordinator system and provider of development assistance in its own right.