training on result based management

7/29/2019 Training on Result Based Management

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What is RBM?

RBM is a systematic process, by which we are ableto plan better, implement, monitor and manageprojects better.

RBM means:Defining realistic expected results based on

appropriate analysis.

Clearly identifying project beneficiaries anddesigning projects to meet their needs.

Monitoring progress towards results with the use of

appropriate indicators


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Identifying and managing risks.

Increasing knowledge by learning lessons andintegrating them into decisions.

Reporting on results achieved and the resourcesinvolved.

It is a dynamic process because:

it involves stakeholders at both ends - donors andcommunities

it calls for flexibility in management so as toachieve the results through a systematic process


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WHY USE RBM ?

TO MAKE PROJECT MANAGEMENT

AND EVALUATION EASIERTO ALLOW THE IMPLEMENTING

AGENCY TO FOCUS ON RESULTS,NOT ON THE DETAILS OF PROJECTIMPLEMENTATION


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What are Development Results ?

Results are the consequences of

actions taken to meet certainpurposes. These actions produce a measurable change in a given

development situation


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EXAMPLE

Conduction of the RBM training, would NOTbring a meaningful change in knowledge,motivation, practice or policy

But :

If professional in their work used theknowledge , then the training could claim tohave contributed to a change in professionalpractice


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I-levelShort-termResults

II level Mid-term Results

III levelLong-termResults

Outputs

Outcomes

Impact

Immediate Project level

During theproject

Intermediate- Project level

At/ by theend of theproject

Ultimate Program level

Beyond theproject


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KEY DEFINITIONS IN RBM IMPACT / Goal A broad, long term result expected at the

programme level. The logical consequenceof achieving a combination of outputs and

outcomes from the projects. OUTCOME / Specific Objective A medium term developmental result that

is the logical consequence of achieving acombination of outputs, within the durationof the project.


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OUTPUT

A short-term developmental resultthat is the logical consequence ofcompleted project activities and that

contributes to planned outcomes

ACTIVITY

A planned process that has beenfinished for both the purpose and thepeople for whom it was intended.


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INPUT The human, organizational, physical

and financial resources contributeddirectly or indirectly by thestakeholders of a project


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Example:

Impact: - Improved self-esteem of women.

Women invest the money in their own and

familys health care, education Outcome:

At least 75 women improve their income from

animal rearing by a minimum of Rs. 1500/- per month.


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# 100 women become aware aboutbenefits of rearing animals in ascientific way.# 100 women gather the knowledgeand skills to rear animals# 90 women mobilize loans andpurchase animals# 90 women construct sheds and takeproper care of animals.

Outputs


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OPERATION OF BOTTOM-

UP RESULTS CHAIN

Each Project is designed to achievea purpose

The Purpose determines who we wantto reach? What do we want to achieve?(Final Outcome Result)


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RESOURCES (INPUTS) & ACTIVITIES : HOW ?

Ask HOW do you want to achieve thePurpose :

To achieve the purpose of a Project anumber of activities must be undertaken

To carry out these activities sufficientresources (human and financial have to beallocated)


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HOW ACTIVITIES LINK TO OUTPUTS

INPUTS/RESOURCES

COMPLETED ACTIVITIES

OUTPUTS

OUTCOMES

IMPACT


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HOW RESULTS CHAIN OPERATES

o Inputs and Activities in a projectproduce outputs

o Outputs collectively should lead to theoutcomes

o A combination of Outcomes of severalprojects in a Priority should contributeto the impact at the Program level


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HOW TO SET RESULTS

Consider the 3 Rs

Results (WHY AND WHAT)Reach (WHO)

Resources and Activities (HOW)


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(R 1) Consider Why do we want a Project? This helps to set the Longer Term Results(Impact) on the country, society, region (Moreat the Program level)

(R 2) What do we want to achieve? Thishelps to set the Short and Medium termResults of a project (Outputs and Outcomesof a project)

(R 3) Who do we want to Reach? Who willthe project benefit (the target) which must beintegrated with outcome result


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Type of Results

Quantitative Results

Results, the achievement of which can bemeasured objectively.

Increase in income

Increase in membership

Increase in height, weight.


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Qualitative results

Results, achievement of which can bemeasured, but not objectively.

Increase in self esteem

Increase in skills

Increase in awarenessChange in attitudes


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Results must show the change as an effect of the organizations Intervention

Words that indicate change: Improved (Living Standard)

Increased (Monthly Income)

Greater (Awareness)

Enhanced (Capacity of Staff)


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THE FRAMEWORK

APPROACHPurpose Each project is designed to achieve a

purpose The purpose determines (1) Who is

the reach or target and (2) what is to

be achieved?


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CAUSE & EFFECT CHAIN

Completion of all the activities mustproduce all the Outputs necessary toproduce the Outcomes

Outputs are the causes that lead tothe effect - OUTCOMES


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CAUSE & EFFECT CHAIN

Inputs Activity Outputs



OUTCOMES(Purpose)


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TIPS ON SETTING PROJECT PURPOSE

Set only one purpose for aproject

It helps to bring a focus

Only in exceptional cases,dual purposes should beconsidered


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INTERNAL LOGIC OF THE PERFORMANCE CHAIN

Inputs Activities Outputs

Outcomes Impact

The human organisationand physical resourcescontributed directly andindirectly by the

stakeholders of aproject

The Coordinationtechnical assistanceand training tasksorganized and

executed by projectpersonnel

A short termdevelopmental resultthat is the logicalconsequence of

project activities

A medium termdevelopmental resultthat is the logicalconsequence of achieving acombination of

outputs

A long-termdevelopmental resultthat is the logicalconsequence of achieving acombination of outputsand outcomes


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RELATIONSHIP BETWEENOBJECTIVE & OUTCOME


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Objective:

500 families will be economicallydeveloped by March 2008

Outcome:300 families will earn additional

income of 10,000 rupees bygrowing___quintals of corn in 1

Ht. of land each by March 2008200 families will earn additional

income of 10,000 rupees byrearing__ pigs each by March 2008

Outcome is the expansion of objective

Objective is the summary of Outcomes

or


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OBJECTIVE/PURPOSE & OUTCOME

Peoples organizations at Upzila level isfunctioning and addressing lobbying, socialaction and awareness raising issues

OBJECTIVE/PURPOSE OUTCOME

Within two year

1. Peoples organization is identifying localissues and is independently;-Preparing plans of 6 monthly durationexecuting programs as per plan monitoring andevaluating its actions and results

2. Peoples organizations is successful inactions:-

Obtaining Khas land for 50 primary grouplandless members, for cultivation

Mobilizing House construction assistance for 20 Primary group members

Ensuring that attendance of teachers andchildren in 5 local government schoolsimproves

Ensuring that loan recovery from Primarygroup members to the NGO improves from80% to 90%


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ACTIVITIES AND OUTPUTS

ACTIVITIES OUTPUTS

Discuss the need for reviving the federationwith primary group members

Workshop to develop purpose, structure,rules and systems for proper functioning of peoples Organization

Orientation and leadership training to electedrepresentative / leaders

Primary group members feel the need andagree to revive the federation / peoples organization

People organization members revisit anddecide the purpose, structure, rules

People organizations leaders become awareabout their role and tasks and the purpose andsystems of the organization.


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Activity Output Facilitate thefunctioning of thefederation

Facilitate microplanning

Facilitate linkagewith the Govt.offices

Federation organizesregular meetings andtakes independentdecisions

Federation prepares microplan Decides results,tasks to be performed,dividesresponsibilities,Preparebudgets

Federation leader beginto visit Govt officers andraise their demands


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ASSUMPTIONS/RISKS


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ASSUMPTIONS Assumptions are :

The required external conditions that willfacilitate the generation of results

This condition must exist for the internal causeand effect chain to work

These conditions are such that planners /managers are not able to control as they are

external to the project


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RISKS

Risks are the factors that will negatively affect theassumptions and negate the positive conditionsrequired to produce results.

TYPES OF RISK:

Internal Risk:

External Risk:


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RISK MANAGEMENT

Consider risk management strategies andallocate resources (risk allowance) to bring the risk factors under management control.

It may be possible to easily mitigate a risk thatyou have rated high, with corrective actions. Onthe other hand, a low risk situation may be difficultto mitigate


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Pre conditionIf finances and competent trainers are

available

ActivitySkill training and managementtraining to farmers is given.

Assumptionif Banks provide credit to purchase

cattle/seeds

OutputThen.farmers grow vegetables/rearanimals

Assumptionif farmers get good market andgood price for their produce

OutcomeThen..farmers improve their income

Assumptionif inflation/cost of living remains low

ImpactThen.. farmers have improved qualityof life housing, education and health


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RESULTS INDICATORS


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Performance against results is measured throughthe use of indicators

What is an Indicator ?

A tool to measure a result

An evidence that a result has been achieved

An Indicator is a pointer that helps you tomeasure progress

towards achieving results


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INDICATORS Indicators are qualitative andquantitative measures of results at

output, outcome and impact levels These are used to monitor progresstowards the achievement of

expected results.


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TYPES OF

INDICATORSIndicators can provide the evidence of aspecific results in the following terms:

1. Qualitative2. Quantitative

Qualitative indicators are judgments andperceptions derived form subjectiveanalysis.


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Quantitative indicators are numerical

measures of quantity includingstatistical statementsFor Example, peoples organization

which is essential for sustainabledevelopment can be measured in bothquantitative as well as qualitativeterms.


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RESULT INDICATOR

All the children between the age groupof 0-1 will achieve normal nutritionstatus

% of children between 0-1 age groupwho achieved normal height andweight as per their age

500 Children will complete primaryeducation

No. of children who passed 5 th standard (primary education)

Water user Association (WUA) willmanage their water resourceseffectively by 2007

No. of members who have receivedthe water for irrigation as per the

initial agreement made in WUAmeeting% of tail end farmers who have

received the water as peragreement

No. and percent of members who havepaid their dues fully

Availability of surplus money (formaintenance of equipment) aftermeeting all running expenses.


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TYPES OF INDICATORS

Quantitative statisticalmeasures:

Number of

Frequency of

% of

Ratio of

Qualitative judgments orperceptions

Presence of

Quality of

Extent of

Level of Satisfaction of

beneficiaries


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TO SELECT INDICATORS

Consult with Stakeholders

Brain storm indicators

Apply the selection criteria

Discard those that do not meet criteria

Retain the best minimum number in official document

Keep a reserve pool(Remember 1-2 indicators per Outcome at the

Purpose level might be adequate to start with in LFA.Keep rest in reserve


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INDICATOR SELECTION

Valid

Useful

Reliable

Simple

Affordable


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3. Reliable:- Is it a consistent measure over

time/situation?4. Simple:- Will it be easy to collect and analyze the

information?5. Affordable:- Can the program/project afford to

collect the information?


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What is a LogicalFramework Analysis

(LFA)?LFA is best used to assist :

In setting strategic objectives;Defining a chain of expected Results;

Selecting appropriate performance indicators thatare gender sensitive to measure progress towardsthe expected results;

Identifying underlying assumptions and risks

L F M i


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Expected Results

Impact

Outcomes

OutputsInputs (Resourcesand Activities)

Project Purpose

Project Goal

Expected Results PerformanceMeasurement

PerformanceIndicator

PerformanceIndicator

Performanceindicator

Assumptions/Risk

Assumptions:

Risk assessment:

Assumptions:

Risk assessment:

Assumptions:

Risk assessment:

Log Frame Matrix(LFM)


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PERFORMANCE MEASUREMENT FRAMEWORK

CollectionMethods -how

Frequency- Howoften

Datasources- Fromwhom

Performance

indicators What info

Performance

Framework

Impact

Outcome

Output

Activities

Personresponsible


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The LFA is the building block for successfulprojects.

Results need to be SMART.

Projects need to define expected results at theoutput and outcome levels.

Results require indicators to capture evidence of results.

Assumptions are conditions required for expectedresults to be achieved.

Risks are factors that affect the assumptions.

KEY PRINCIPLES OF RBM


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STEPS FOR PARTICIPATORY PROJECTPLANNING

Secondary data collection

Identify issues with the involvement of field

staff based on the secondary dataProblem analysis on any major problem

with the involvement of field staff

Conducting problem analysis in the fieldand matching it with the staffs problemanalysis


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Preparing the final problem analysis

Verify the final problem analysis solutionwith the villagers

Participatory planning session with thecommunity

Derivation of the objectives and theoutcome from the field

Logical framework analysis with the team of staff

Sharing the log-frame with the community


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DIFFERENT STAGES OF PROJECTINTEGRATING RBM

In a Project, RBM Framework is used at the:

Project Planning and Design stage

Project Contracting and Agreement Stage

Project implementation and Monitoring stage

Project Closing, Evaluation and Audit stages


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RESULT BASED MANAGEMENT AT THEPLANNING AND DESIGN STAGE

At the Planning and Design Stage RBM involves:

(a) Setting Goal & Purpose of a project

Setting realistic results at Goal andPurpose levels

(b) Allocating Inputs (the activities andaccompanying budgets) required toproduce the results

Setting short term results to be producedby the activities


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Identifying indicators (evidence) to measure thechange or assess achievement of results set at theGoal, Purpose and Inputs levels

Identifying assumptions or conditions which willmake achievement of results possible at each of the levels

Assessing levels of risks that could negate theassumptions and thus, negatively impact onresults achievements at each of the levels


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RESULTS BASED MANAGEMENT AT THE IMPLEMENTATION STAGE

RBM at implementation stage involves:

Monitoring progress towards resultsusing indicators Reviewing indicators during monitoring

Monitoring Resources utilized toachieve results

Reporting on results achieved andbudget spent


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PROBLEM TREE ANALYSIS

Problem tree analysis is a analyticalprocess and tool that can be used to

ascertain the root causes of a givenproblem, and also its effects.


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BENEFITS FROM PTA

Helps in clearly understanding the causesand effects of the problem

Helps in finding a comprehensive solutionand effectively planning the project.

Helps in selection of the most viablestrategy.

Helps in ascertaining the projectobjective/Outcome and also the outputs.


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HOW TO DO PTA

Decide a problem statement Identify direct, immediate (I level)

causes of the problem and place thembelow the problem. If there is more than one cause,

place them both below the problem,but parallel to each other.


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Explore the further direct causes ofeach of the I level cause identified

and place them below. Carry on exploring till you reach theroot of the problem.


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When to stop the

analysis You may stop if you are enteringaltogether a new sector. For e.g.:- you are exploring the causes

of disease (diarrhea) and you reach lowincome as one of the sub causes.

You may also stop if you reach

aspects of human nature. For e.g.:- lack of desire/willingness onpart of the people to do something.


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Stakeholder analysisStakeholder is any person or institution thathas anything to gain or loose from aparticular organization, project, targetgroup or situation.

Accordingly they may play a positive ornegative role in that situation or

organization.


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Define the target group or situation Identify the stakeholders Assess if they play a positive or

negative role or both Assign ratings to the differentstakeholders depending upon theextent to which they influence thesituation

Steps to stakeholder analysis

l


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Environment Analysis

Helps in assessing the macro and themicro environment that the

organization is placed in and inplanning strategies in accordancewith the opportunities and thethreats that the environment holdsfor the work of the organization.


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Optional methods forenvironment analysis

I. Simple Opportunities and Threatsanalysis

II. Classifying Opportunities and threatsfrom Macro and Micro perspective

III. STEP model - Identifying Opportunitiesand threats from the perspective of Socio cultural environment T echnical environment Economic environment Political environment


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Developing the programstrategy

Program strategy is the broaddescription of a long term

interventionProgram strategy serves as a guidelinefor the projects that may beformulated

Program strategy answers the threemain questions of why, what and howand with whom


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Program strategy does not concernitself so much with the questions of

How much, by when, by whom

P i i f d l i


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Pre requisites for developingprogram strategy

Condition of the target group Clear cause and effect of the problem (Problem

tree analysis)

Clear understanding of the role and importance ofthe different stakeholders Knowledge and experience of best practices to

work on that theme or with that target group Clear organizational approach and methodology

C f P j


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Contents of a ProjectProposal

Project Title Organization Details

Summary of the Project Proposal Organization Objective and

Structure

Present situation/Background Intervention & Achievements so

far


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Need for present intervention Proposed Strategy

Staffing of the Project LOGICAL FRAMEWORK MATRIX Budget


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training on result based management

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