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Results-Based Management

Results-Based Management. Session 0. Introduction: Why and key concepts Benedetta Magri , Bangkok, 2-5 September 2013. INTRODUCTION TO RBM. Some acronyms RBM: Results-Based Management PPCM: Programme and project cycle management HRBA: Human Rights Based Approach M&E:

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Results-Based Management

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  1. Results-Based Management Session 0. Introduction: Why and key concepts BenedettaMagri, Bangkok, 2-5 September 2013

  2. INTRODUCTION TO RBM Some acronyms • RBM: • Results-Based Management • PPCM: • Programme and project cycle management • HRBA: • Human Rights Based Approach • M&E: • Monitoring and Evaluation • TEN: • That’s Enough Now!

  3. WHY RBM? In all UN-funded programmesit is a statutory obligation… • …. to make good use of public funds and donors’ contributions • …. to self-assess whether we are achieving results and if not, why

  4. WHY RBM? • If you do not measure where you are how do you know whether you are getting there? • Often organizations operating with public funds… focus on their internal needs and favor their own concerns … at the expense of the results that should be provided to external parties

  5. WHAT IS RBM? • … a management strategy by which all actorsin a project ensure that their processes, products and services contribute to the achievement of desired results • … planning, doing and reflecting, keeping in mind the results we want to achieve • …. asking “what difference do our interventions make?” and using this information to improve performance

  6. WHAT IS RBM? Focus is on • Achieving results • Measuring performance • Learning from measuring • Adapting • Reporting performance A key component of RBM is performancemonitoring which is to objectively measure how well results are being achieved, and report on measures taken to improve them.

  7. WHAT IS A PROJECT? ….. a set of actions aiming at achieving benefits for an explicit target group, in a defined space and time and with determined resources The problem resolved or mitigated Problem affecting a certain group Project End of the project Today

  8. PROGRAMMES • Programme several projects/components contributing to a broader strategic outcome

  9. PROJECT/PROGRAMME COMPLEXITIES • Project = change = resistance • Complexity: • Stakeholders from different fields, representing different interests, with different cultural behaviors, social and economic power, capacities…. etc. • Complex contexts, always evolving

  10. RBM… in practice? • To explicitly define the goal of the programme(what it is for?) and the results (=changes for the target group) that you want to pursue • To collect data on the implementation and achievements (=performance) of the programme, from year 1 and until the end. • To take strategic decisions based on the information collected and what it tells about the results obtained.

  11. PERFORMANCE CRITERIA UN DEVELOPMENT GROUP (UNDG) DAC/COMMITTEE

  12. RBM = LIFE-CYCLE APPROACH • Evaluation • Planning • Monitoring

  13. Sharedgoals

  14. REFERENCES CIDA: RBM a How-to-guide : http://www.acdi-cida.gc.ca/acdi-cida/ACDI-CIDA.nsf/eng/NAT-92213444-N2H Project Management Body of Knowledge (PMBOK) www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf Project Cycle Management Guidelines, European Commission http://ec.europa.eu/europeaid/multimedia/publications/publications/manuals-tools/t101_en.htm OECD DAC Committee http://www.oecd.org/dac/ HRBA Portal www.hrbaportal.org UNDP Handbook on Planning, Monitoring and Evaluating for Development Results, available on line at http://web.undp.org/evaluation/handbook/foreword.html UN Women Guidance Note: RBM Key Concepts and Definitions

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