The document outlines the framework and processes of result-based planning (RBP) and management (RBM), emphasizing their importance in achieving effective and accountable governance through strategic planning focused on outcomes and impacts. It discusses the need for clear objectives, use of indicators, monitoring systems, and stakeholder involvement to ensure that public planning meets societal needs. Key components include understanding socio-economic contexts, setting long-term goals, and aligning resources with prioritized objectives to enhance development effectiveness.

2. • Why result?
• What is result based planning (RBP)
• RBP Why and How?
• Elements of RBP
• Basic tools in RBP
• RBP Process
• Result Based Management (RBM)
• Common elements of RBM
• Key process of RBM
• What is Result Framework (RF)
• Why RF
• Steps to design a RF
• Result Chain
• Format for RF

3. • Realization to introduce participation, transparency
and accountability into government work.
• Increasing demand for the delivery of sustainable and
more equitable development.
• Positive changes of New Public Management
movement on some countries in 1980s through greater
accountability in the public sector
• Greater realization for optimum use of limited
resources for achieving greater value for money and
international goals
• Realization among the donors for development
effectiveness

4. • Result-based planning uses public’s needs and desired
results as the foundation for planning
 Result based planning focuses on the key
questions:
 “How has the planning made a difference?”
 “How are the lives of the general public
better as a result of planning?”

5. • Focuses more on the results in terms of outcome and impact
of the plan.
• Tries to ensures whether the outcome and impact of the plan
is as per the set medium term goals and long term vision.
• It gives importance to strategy as to how it could be realized
by looking at different options it has and develop policies and
programs to realize the goals and targets.
• It is thus more a strategic planning as against the normal
medium term planning that started from the Communist
Regime in Russia focusing more the material balance.

6. • It focuses on a medium term goal derived from a clear
vision of the future,
• It proposes a combination of objectives that have been
prioritized by rigorous analysis of the political, social and
economic environment.
• The long-term vision however should be based on a well
documented assessment of the country’s socioeconomic
status and include goals to be achieved in each of the
strategic areas.
• It also needs to respond to the question “How do we want
to get there?”

7. • Changes focus from HOW to get it done to WHY we do it
• To drive the planning process from people’s need
• Makes us accountable to our client and stakeholders
• Help to demonstrate results:
1. Better implementation
2. Better communication
3. Stronger capacity development
4. More realistic project schedules
5. Useful evaluation results
6. Reducing opportunities and pressures for corruption

8. • Understand where we are ? – Analysis of the socio-economic status ,
poverty and inequality and the strength and weaknesses of the economy
and the country’s development effort. Finding gaps and strength.
• Clear vision as to what we want to achieve or where we want to reach over
a medium to long term? – Setting up of long term vision and objectives and
targets for the medium term.
• Clear understanding of the path as to how we achieve vision and objectives
? - Choosing options for better strategy to attain the objective/goals and
designing policies and programs to ensure its outcome/output and impact
relating to medium term objectives and long term vision.
• Clear understanding of the resources - both human and capital and
institutional setup to achieve set targets? Analysis of resource potential
and availability, both domestic and foreign, in financing policies and
programs and assessing institutional set ups to carry out plan
implementation.
• Ensure whether we have accomplished the set targets . Designing
monitoring and evaluation system to check implementation process , output
and the quality of work done as envisaged.

9. • Planning consistency is given top most priority in RBP.
Most often a macro planning model is used for
checking the consistency and analysis.
• Expenditure framework that make consistency in
resource potential and availability in the likely future
situation is also used for the purpose.
• Result Framework is widely used to check the
consistency in the outcome/impact, output and inputs.
• Result based monitoring framework is used for
monitoring and evaluation of the plan and provide feed
back.

10. Results-based planning process
Plan for results
• Results defined
• Indicators,
targets
Budget for results
• Budget aligned
with activities
Implement for
results
Monitor results
• Linked to planning
• How & who
• Data, reporting
Evaluate results
• How & who
• Dissemination,
feedback
Goals

11. • A result is a desirable change resulting from a
cause-effect relationship (output, outcome and
impact)
• RBM includes
 Defining realistic expected results with proper analysis
 Identifying beneficiaries & design programmes meet
their needs
 Monitoring progress for results using result indicators
 Reporting on results achieved and resources involved
 Identifying and managing risks
 Lessons learning and informed decision making

12. • Based on causality analysis
• Programme structure based on hierarchy of
desired results
• Identification and use of indicators to measure
progress along the results chain
• Use of change language to formulate results
• Basis for use of results based budgeting

13. • Formulating SMART results
• Setting targets
• Selecting indicators
Performance
Measurement
Strategic
Planning
Performance
Management
• Evaluation and Lessons
• Using performance information for managing
• Monitoring performance data
• Reviewing & reporting performance

14. Strategi
c
Planning
1. Identifying clear and measurable objectives
2. Selecting indicators
3. Setting explicit targets
Performance
Measurement
4. Developing performance monitoring systems
5. Reviewing, analyzing and reporting actual
results vis-à-vis targets
Results-Based(Performance)
Management
6. Using evaluation findings to provide
complementary information and explanation
7. Using performance information for
accountability, learning, resource allocation
decisions, and reporting to stakeholders and
partners

15. • Results
– Longer term results- Impact/outcome
– Outputs that contribute to achieve longer-term
results
• Results Framework/Matrix
A graphic display or matrix form of different levels or
chains of results expected from a particular
intervention- strategy, program or a project.

16. It helps in management and M&E in the following
ways:
• Helps focus on specific outcomes
• Highlights the key linkages and causalities that
underpins the intervention
• Helps establish an evidence-based approach in
M&E
• Helps measure progress towards strategic objectives
• Helps achieve strategic objectives

17. Inputs
Decreasing management control
Output Outcome Impact
Low risk
Moderate risk
High risk
Assumptions
Assumptions
Assumptions

18. • Identify problems and specify the theory of change to
address them
• Set goals/objectives address them
• Define results (impact/outcomes/outputs)
• Identify critical risks and assumptions
• Specify indicators and data sources
• Design a M&E plan

19. Category Significance
Impact What they achieve?
Eg: Improved livelihood of the farmers
Outcome What they do?
Eg: Commercial goat raising
Outputs What we achieve?
Eg: 25 Trained farmers on improved goat farming
Activities What we do?
Eg: Training on Improved Goat Farming
Inputs What we invest?
Eg: NRs 65,000 (Financial and Human Resources)

20. Inputs Activities
The adm./mgmt.
product of agency, its
programmes or projects
Developmental results
Output Outcome Impact
An actual change in the
state of human devt. that is
the logical consequence of
investment in devt
Operational results

21. 21
Implementation Results
Inputs Activities Outputs Outcomes Impact
Financial
human and
Materials
Tasks and
action taken to
Transform
Input to outputs
Products:
goods and
services
produced
Intermediate
effects on
clients
Long-term
Improvement
in society
Planning
Implementation

22. • Results chain identify the means-ends relations in the
analysis of objectives
• Steps in results chain;
– Start from outcome
– Identify the impact the outcome contributes to
– Define outputs
– Plan for the activities needed to achieve those outputs
– Work on the inputs needed to implement those activities
• For establishing means-ends relationship use logic
models within the RBM shift or use results chain

23. Inputs
Outputs
Outcomes
Impact
Resources
WS Sector
New WS Sys.
Municipality
Waste Mgmt Sys.
Access to
Drinking Water
Reduced infectious diseases
Proper Garbage
Disposal
Personal
Cleanliness
Health Sector
Health Edu Program

24. Inputs
Outputs
Outcomes
Impact
Resources
Trained Farmers
on Goat Raising
Commercial
Goat Raising
Increase in Farm Productivity
Access to
Improved Breeds
Adoption of GHP
Trained Farmers on
GHP
Community
breeding centers
established

25. Inputs
Outputs
Outcomes
Impact
Resources
Improved
Productivity
Access to Food
Improved Livelihood of Farmers
Competitive
Agribusiness
Improved International
Ag. Trade
Laboratory
Upgrading
Farm
Mechanization

26. • Result-based Planning System is necessary for
Effectiveness
Efficiency
Accountability
Transparency
• It contributes on:
enlarging the size of the economy,
leveling the playing field for investment
Ensure contribution of all in growth process
sustain the present level of achievements
benefit to all sections of society
improve economic growth.

28. Category Significance
Impact What they achieve?
Eg: Improved livelihood of the farmers
Outcome What they do?
Eg: Commercial goat raising
Outputs What we achieve?
Eg: 25 Trained farmers on improved goat farming
Activities What we do?
Eg: Training on Improved Goat Farming
Inputs What we invest?
Eg: NRs 65,000 (Financial and Human Resources)

29. • Results chain identify the means-ends relations in the
analysis of objectives
• Steps in results chain;
– Start from outcome
– Identify the impact the outcome contributes to
– Define outputs
– Plan for the activities needed to achieve those outputs
– Work on the inputs needed to implement those activities
• For establishing means-ends relationship use logic
models within the RBM shift or use results chain

30. Inputs
Outputs
Outcomes
Impact
Resources
Trained Farmers
on Goat Raising
Commercial
Goat Raising
Increase in Farm Productivity
Access to
Improved Breeds
Adoption of GHP
Trained Farmers on
GHP
Community
breeding centers
established

31. Format of Results Framework
Results
Indicators and MOV
Responsible Assumpti
on/Risk
Indicators Baseline Target MOV
Yr 1 Yr 2 Yr 3
Impact
Outcome 1 -
Output 1.1
Output 1.2
Outcome 2-
Output 2.1
Output 2.2
Outcome 3-
Output 3.1
Output 3.2
Outcome 4-
Output 4.1
Output 4.2
Programs/ sub-programs Bud
get
Bud
get
Bud
get

32. Results Framework
Results Indicators Base
line
Targets MOV Res Assump./
Risks
70/71 71/72 72/73
Impact
Improved
livelihood of the
farmers and agri
entrepreneurs
Rural
poverty (%)
Outcome 1:
Access to the
food and
nutrition
increased
Output -1.1
Production and
Productivity
enhanced
• Per capita
meat
Availability
(kg/person/ye
ar)
• Annual meat
Production
(000 mt)
Surveys,
Census
and
Annual
reports
MoAD Policy
priorities in
agriculture

33. Results Framework
Results Indicators Baseli
ne
Targets MOV Res
p
Assump./
Risks
70/71 71/72 72/73
Outcome - 2
Agricultural
Production System
commercialized
Output -2.1
Marketing system
developed
• Annual Market
Transaction
(00,000Rs)
• Number of
livestock
collection center
Progress
reports
Mo
AD
Policy
priorities in
agriculture
Major Programs/ Projects
Capacity/ Status
• Livestock Extension Program
(Output 1.1)
• Livestock market promotion
program (Output 2.1)
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Budget

34. TOR
• Result Based Matrix preparation
- Outline of results – impact (s), Outcomes,
output, programs/projects
-Define indicators
• Group presentation
Groups
1. District Livestock Development Plan
2. Sectoral plan – Poultry
3. Sectoral plan - Dairy

35. Impact :
Indicator -
Outcome 1:
Indicator :
Output 1.1 :
Indicator :
Outcome 2 :
Indicator :
Output 2.1 :
Indicator :
Program/projects (output …)

36. Impact:
Outcomes
1.
2.
3.
Outcome 1:
Output 1.1:
Programs/projects
1.
2.
Output 1.2:
Programs/projects
1.
2.
Outcome 2:
Output 2.1:
Programs/projects
1.
2.
Output 2.2:
Programs/projects
1.
2.