The presentation is for those interested in knowing Results Based Management. It is not exhaustive, it is just a beginning.

1. Results Based
Management
R.Jayachandran
Social Development Management Consultants, Chennai

2. Evolution of RBM
Public Sector
1970-MBO(Management by Objectives)
1980-MBA(Management by Activities)
1990-Do right things rather than Do things right approach
2000-Institutional reform –moving away from traditional way of doing-Logical
framework(cause and effect chain)-moving to results orientation (MDG)
Focus on Desired results
Reason: Aid fatigue: budget constraints and increasing opinion that the
intended objectives are not met.

3. RBM-The paradigm shift
 It is a hybrid of LFA and PCM
 Moving from efficiency to effectiveness
 Static log frame to dynamic log frame
 Start from impact to inputs
 Structured bureaucratic thinking to flexible, client responsive thinking.

4. Results Chain
Implementation Results
Inputs Activities Outputs Outcomes Impact
Financial
,human and
material
resources
Tasks and
actions
undertaken
to transform
inputs to
outputs
Products
and services
produced
Intermediat
e effects on
clients
Long term
improveme
nt in Society

5. RBM-Focus
 Shared values and leadership
 Core values vis-à-vis adapt to changes
 Organizational learning and improvement
 Focus on strategic goals, results chain and, outcome
 Real time feed back
Fit for decentralised organizations and fluid environment

6. Critical Elements to practice RBM
 Participation and ownership of the stakeholders, especially staff and clients (in
defining expected results, assessing risks and assumptions, monitoring,
performance reporting, assimilating lessons and providing inputs for
management decision).
 Recognising the dual role of clients: recipient of services and stakeholders
 Sustaining transparent and accountable strategic partnership with donors and
agencies.
 Upgradation of MIS to get and manage reliable data
 Knowledgeable staff team and incentives
 Commitment from the top management and supportive organizational culture
for change
 Streamlining of business process with operational policies and procedures

7. Eight phases of RBM
1. Strategic planning and resource allocation
2. Selecting indicators and targets
3. Establishing responsibility and accountability
4. Measuring performance and results
5. Analysing performance and results
6. Using performance and results information
7. Reporting performance and results information to stakeholders
8. Getting feedback and inputs from stakeholders

8. Challenges
 Organisational culture that focuses more on inputs and processes in the
results chain
 Resistance to change
 Complicated results framework with large number of indicators and targets
 Inadequate training, incentives and organisational support for staff