CIDA RBM GUIDE PDF
In April , as part of its commitment to becoming more results-oriented, CIDA’s President issued the Results-Based Management in CIDA – Policy Statement. The December CIDA (now Global Affairs Canada) RBM Handbook on Developing Results Chains: The Basics of RBM as Applied to Project Examples. produce a comprehensive, pragmatic and useful guide for RBM tools and operations. CIDA uses RBM to better manage its international development.
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From Poverty to Power by Duncan Green. The results – three forms of Outcomes, are organized in a Logic Model. Newer Post Older Post Home.
Numbers of the Year Part 1 2 days ago. Reporting on Outcomes,Limitations: Results-based management RBM is a broad management approach whose core focus is achieving results. An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making processes of both implementers and donors.
While some of the background information describing the relationship of this guide to other Canadian government policies will be of little use or interest to anyone outside of the Canadian government, there is a lot of material here which could help implementing agencies and partners working on Canadian — funded projects, to work more effectively. At impact level, it becomes increasingly difficult to attribute the observed development change to a particular intervention, as there are many variables and many actors or sources i.
In real life, a Logic Model which actually reflects the series of interventions, from changes in understanding, which are necessary for a change in attitudes, to changes in decisions or policies and changes in behaviour or professional practice, will go through a minimum of 4 to 5 or even more stages where needs assessments, and training of trainers or researchers lie at the beginning of the process, before we get to field implementation of new policies or innovations.
Learning informs management and the organization at every stage about what is working well and what needs to be adjusted.
Planning in an RBM system is the process of identifying the goals or objectives to be achieved; formulating the strategies to achieve them; organizing or creating the means required; and establishing performance measurement frameworks, as well as determining the resources required.
Building a Monitoring and Evaluation System: As donor assistance shrinks and internal financial allocations are shared among competing priorities, managers are challenged to prove that their programmes and projects produce the results that they promise to achieve.
Monitoring tracks progress and alerts management on whether actual results are being achieved. The Ultimate Outcome level is the result to which the project, along with a host of other external agencies, including the national government, and other donors, may be fuide.
Results-Based Management Tools at CIDA: A How-to Guide | Logframer
It is a process designed to depict how a complex change initiative will unfold over time. This implies a thorough analysis of the problem that needs to be solved, the changes that are desired and the activities and inputs that are necessary to achieve them. Monitoring provides records of activities and results, and identifies challenges and risks.
More importantly, evaluations should be able to indicate whether desired results, especially outcomes and impacts were achieved, and if not why not? Examples of how to phrase Outcomes in specific terms syntax. Planning lays the basis for implementation, monitoring, reporting and evaluation processes, and directs all steps in their proper sequence.
A typical inception field trip for an inception period might last weeks, rarely longer, and during this period a theory of change process has to be initiated with all of the major stakeholders, an existing logic model tested and perhaps revised, a detailed work breakdown structure, and risk framework developed, institutional cooperation agreements negotiated, and detailed discussions on a Performance Measurement Framework with a multitude of potential stakeholders completed.
Internal risks are factors under the control of the programme that may hinder success, and include human and financial resource capacity, corruption, management capabilities, incentive structures, ownership, etc. In fact, it could be called a results cloud. From Poverty to Power by Duncan Green. External risks are factors beyond the control of the programme which could hinder the achievement of results and include political, institutional, economic, environmental, social and technological conditions.
This notwithstanding, for the system to be effective and sustainable, the environment in which RBM is utilized is as important as the tools and methodologies. The Results-Based Management Website blog reviews websites of potential use to international development professionals interested in planning, managing or reporting on results.
RBM is not a tool; it is a mindset, a way of working that looks beyond processes, activities, products and services to focus on the actual social and economic benefits of projects and programmes at the level of beneficiaries.
Multiple factors, events, conditions or risks beyond the control of the programme or intervention may negatively influence or threaten the achievement of intended results or changes. A basic principle of results planning is to start with the desired change impact and outcomes and then identify the outputs, cuda and inputs required to achieve them — develop a results framework. Are inputs or resources leading to desired activities? Risk management is therefore an integral part of results-based management.
There are many external factors that may affect the results of the intervention, especially at outcome and impact levels. This is about standard for most agencies.
What is Results-Based Management? – UN-Habitat
That is why the process is called Results-Based Management, and not just results based reporting. This is apparently not possible with these forms. It involves systematic collection of data on selected indicators to measure performance against targets.
Evidence shows that both planning and achievement rnm results increasingly receive attention at global, regional and country levels. That kind of analysis, as well as gjide of cause and effect, is normally dealt with through reviews and evaluations. I agree completely that this is the most useful way to proceed — if the time and budget are allocated to make it possible.
1.1. What is Results-Based Management?
What then is a result or a development result? Bilateral donor frameworksDonor agencyGuidesLarge Projects. At that high level, success or failure cannot be attributed to one specific programme intervention; therefore, reference is made to their contribution.
Global Affairs Canada results chain Level of difficulty: The Theory of Change as an approach is a guiding framework for all stages of planning thinkingimplementation action and performance management accountability and lessons-learning when intervening in social change processes.
But at the same time donor agencies themselves – and this means most donors – often do not deal realistically with the implications of their own guidelines for project budgets.
Results-based management for international assistance programming: A how-to guide
Some of these indicator discussions alone, where an initial orientation is required, and where there are multiple stakeholders, with different perspectives and different areas of expertise involved, can take 20 or 30 professional staff one or even two weeks in full time sessions, cica reach initial agreement on what are sometimes 30 or 40 indicators. And it is easy to see, with the ciea on problem identification, theory of change, risk, and other topics, how this guide will be useful to people designing projects for any agency, regardless of the funding source.
A central tenet of results thinking is the results chain, which is an illustration of the causal relationship between various elements over time.
In UN-Habitat, a number of reasons and expected cidq justify the use of theory of change as a tool to guide planning, implementation and performance management; among them:. A results-oriented leadership to drive the results agenda: Monitoring discussed in detail later, under the sections on strategic and programme monitoring, section 3. In UN-Habitat, the ToC is used as tbm result-oriented approach for analysing the complex systems in which the organisation and its partners operate, and for planning actions that are likely to influence those systems in a positive way, and bring about change in the lives of urban dwellers.