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“R & R”

“R & R”. Meaning…. R esults and R isks management at CIDA. Impact. Program / Sector: __________________. High. Medium. Low. Low. Medium. High. Likelihood. Risk matrix. Impact = high Likelihood = medium. Risk mitigation to achieve good results …. CIDA RBM @ 2008.

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“R & R”

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  1. “R & R”

  2. Meaning… R esults and R isks management at CIDA

  3. Impact Program / Sector: __________________ High Medium Low Low Medium High Likelihood Risk matrix

  4. Impact = highLikelihood = medium

  5. Risk mitigation to achieve good results…

  6. CIDARBM @ 2008 Why? What? How?

  7. WHY: International ContextThe last 10 years have seen the growth of a consensus and commitment to performance in development • 2000 Millennium Development Goals (MDGs) • 2002 Monterrey Conference on Financing for Development • 2005 Paris Declaration on Aid Effectiveness • Managing for Development Results (MfDR) Joint Venture at the OECD/DAC provides a world forum to share lessons and advocate

  8. WHY: Canadian ContextSimultaneously, recent Canadian governments have responded to increased public pressure for government accountability and performance through new standards for stronger accountability and reporting obligations. • 2000 Results for Canadians: A Management Framework for the Government of Canada • 2005 Management Resources and Results Structure (MRRS) • 2006 Federal Accountability Act (FAA) • 2008 Bill C293: Official Development Assistance Accountability Act

  9. The good news: RBM has been used in CIDA for 30 years in various forms Lots of RBM info at project level, clearer PAA context Staff understand need for monitoring/reporting results CIDA still considered a model by peers for its RBM toolkit (guides, training materials) The bad news: RBM application became overly individualized Project info is fragmented, program-level info is fuzzy Staff are demanding simpler monitoring/reporting formats RBM definitions have not been updated, creating confusion, misalignment with GoC and international standards WHY: CIDA context

  10. Therefore: RBM policy update needed to make performance management more (a) rigorous, (b) modern and (c) pragmatic: • Standardize and provide better coherence in RBM terms, definitions and methodology used in across the agency, • Align RBM at CIDA with Canadian Government approach, and • Harmonize RBM at CIDA with the International Donor Community

  11. What does this mean? • Common sense in 1996 is still common sense in 2008 • The 2008 policy is an update, not a revolution. The essence of the original policy remains valid. • Some definitions have been changed and the basic logic model/results chain has been amended.

  12. WHAT: Documents Currently Approved* • “CIDA’s 2008 RBM Policy Statement” • Presentation of The Amended Key Results-Based Management Terms and Definitions”:a companion document providing the rationale for decisions made to amend the current key RBM terms, definitions and methodology, and presenting amended terms used to develop a results chain. * On EntreNous but also on external CIDA website

  13. HOW: Phased implementation • Further outreach (via Agency-wide Performance Network, briefings at Field Rep mtgs, BMGs) • Workshops with sector specialists to develop sector/theme-specific tools • Updated RBM guides and tools for CIDA Staff • Updated training for CIDA staff • Engagement with partners (briefings, access to updated training materials, guides and tools tailored to them) • Simultaneously, audit and evaluation functions are being strengthened, which will reinforce RBM.

  14. How is it different? • Results Chain (Logic Model) • 1996 • 2008

  15. HOW does it look in practice? Results Chain Examples

  16. Results Chain /Logic Model

  17. Conclusion: It’s about maintaining a judicious balance between R igour and R ealism

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