WELCOME TO THE TRAINING

ON
RESULTS BASED
MANAGEMENT
(RBM)

What is RBM?
RBM is a systematic process, by which we are able
to plan better, implement, monitor and manage
projects better.
RBM means:
+ Defining realistic expected results based on
appropriate analysis.
+ Clearly identifying project beneficiaries and
designing projects to meet their needs.
+ Monitoring progress towards results with the use of
appropriate indicators
Identifying and managing risks.
Increasing knowledge by learning lessons and
integrating them into decisions.
Reporting on results achieved and the resources
involved.
It is a dynamic process because:
it involves stakeholders at both ends - donors and
communities
it calls for flexibility in management so as to
achieve the results through a systematic process
WHY USE RBM ?
TO MAKE PROJECT MANAGEMENT
AND EVALUATION EASIER
TO ALLOW THE IMPLEMENTING
AGENCY TO FOCUS ON RESULTS,
NOT ON THE DETAILS OF PROJECT
IMPLEMENTATION



What are Development Results ?
Results are the consequences of
actions taken to meet certain
purposes. These actions produce a
measurable change in a given
development situation
EXAMPLE
Conduction of the RBM training, would NOT
bring a meaningful change in knowledge,
motivation, practice or policy
But :
If professional in their work used the
knowledge, then the training could claim to
have contributed to a change in professional
practice
I-level
Short-term
Results
II level Mid-
term Results
III level
Long-term
Results
Outputs
Outcomes
Impact
Immediate
Project level
During the
project
Intermediate
- Project level

At/ by the
end of the
project
Ultimate
Program level
Beyond the
project
KEY DEFINITIONS IN RBM
IMPACT / Goal
A broad, long term result expected at the
programme level. The logical consequence
of 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 a
combination of outputs, within the duration
of the project.

OUTPUT
A short-term developmental result
that is the logical consequence of
completed project activities and that
contributes to planned outcomes

ACTIVITY
A planned process that has been
finished for both the purpose and the
people for whom it was intended.
INPUT
The human, organizational, physical
and financial resources contributed
directly or indirectly by the
stakeholders of a project
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.
# 100 women become aware about
benefits of rearing animals in a
scientific way.
# 100 women gather the knowledge
and skills to rear animals
# 90 women mobilize loans and
purchase animals
# 90 women construct sheds and take
proper care of animals.
Outputs

OPERATION OF BOTTOM-
UP RESULTS CHAIN
Each Project is designed to achieve
a purpose
The Purpose determines who we want
to reach? What do we want to achieve?
(Final Outcome Result)
RESOURCES (INPUTS) &
ACTIVITIES : HOW ?
Ask HOW do you want to achieve the
Purpose :
To achieve the purpose of a Project a
number of activities must be undertaken
To carry out these activities sufficient
resources (human and financial have to be
allocated)
HOW ACTIVITIES LINK TO OUTPUTS
INPUTS/RESOURCES
COMPLETED ACTIVITIES
OUTPUTS
OUTCOMES
IMPACT
HOW RESULTS CHAIN OPERATES
o Inputs and Activities in a project
produce outputs
o Outputs collectively should lead to the
outcomes
o A combination of Outcomes of several
projects in a Priority should contribute
to the impact at the Program level
HOW TO SET RESULTS
Consider the 3 Rs
Results (WHY AND WHAT)
Reach (WHO)
Resources and Activities (HOW)
- (R 1) Consider Why do we want a Project?
This helps to set the Longer Term Results
(Impact) on the country, society, region (More
at the Program level)
- (R 2) What do we want to achieve? This
helps to set the Short and Medium term
Results of a project (Outputs and Outcomes
of a project)
- (R 3) Who do we want to Reach? Who will
the project benefit (the target) which must be
integrated with outcome result
Type of Results
Quantitative Results
Results, the achievement of which can be
measured objectively.
Increase in income
Increase in membership
Increase in height, weight.
Qualitative results
Results, achievement of which can be
measured, but not objectively.
Increase in self esteem
Increase in skills
Increase in awareness
Change in attitudes
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)
THE FRAMEWORK
APPROACH
Purpose
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?
CAUSE & EFFECT CHAIN
Completion of all the activities must
produce all the Outputs necessary to
produce the Outcomes
Outputs are the causes that lead to
the effect - OUTCOMES
CAUSE & EFFECT CHAIN
Inputs
Activity Outputs
Inputs
Activity Outputs
Inputs
Activity Outputs









OUTCOMES
(Purpose)
TIPS ON SETTING PROJECT PURPOSE
Set only one purpose for a
project
It helps to bring a focus
Only in exceptional cases,
dual purposes should be
considered
INTERNAL LOGIC OF THE PERFORMANCE CHAIN
Inputs

Activities

Outputs

Outcomes

Impact

The human organisation
and physical resources
contributed directly and
indirectly by the
stakeholders of a
project

The Coordination
technical assistance
and training tasks
organized and
executed by project
personnel

A short term
developmental result
that is the logical
consequence of
project activities

A medium term
developmental result
that is the logical
consequence of
achieving a
combination of
outputs

A long-term
developmental result
that is the logical
consequence of
achieving a
combination of outputs
and outcomes



RELATIONSHIP BETWEEN
OBJECTIVE & OUTCOME
Objective:

500 families will be economically
developed by March 2008
Outcome:
300 families will earn additional
income of 10,000 rupees by
growing___quintals of corn in 1
Ht. of land each by March 2008
200 families will earn additional
income of 10,000 rupees by
rearing__ pigs each by March 2008
Outcome is the expansion of
objective
Objective is the summary of
Outcomes
or
OBJECTIVE/PURPOSE & OUTCOME

Peoples organizations at Upzila level is
functioning and addressing lobbying, social
action and awareness raising issues
OBJECTIVE/PURPOSE OUTCOME
Within two year

1. Peoples organization is identifying local
issues and is independently;
-Preparing plans of 6 monthly duration
executing programs as per plan monitoring and
evaluating its actions and results
2. Peoples organizations is successful in
actions:-
Obtaining Khas land for 50 primary group
landless members, for cultivation
Mobilizing House construction assistance for
20 Primary group members
Ensuring that attendance of teachers and
children in 5 local government schools
improves
Ensuring that loan recovery from Primary
group members to the NGO improves from
80% to 90%

ACTIVITIES AND OUTPUTS
ACTIVITIES OUTPUTS
Discuss the need for reviving the federation
with primary group members


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


Orientation and leadership training to elected
representative / leaders
Primary group members feel the need and
agree to revive the federation / peoples
organization

People organization members revisit and
decide the purpose, structure, rules



People organizations leaders become aware
about their role and tasks and the purpose and
systems of the organization.
Activity Output
Facilitate the
functioning of the
federation
Facilitate micro
planning

Facilitate linkage
with the Govt.
offices
Federation organizes
regular meetings and
takes independent
decisions

Federation prepares micro
plan Decides results,
tasks to be performed,
divides
responsibilities,Prepare
budgets

Federation leader begin
to visit Govt officers and
raise their demands

ASSUMPTIONS/RISKS
ASSUMPTIONS
Assumptions are :
The required external conditions that will
facilitate the generation of results
This condition must exist for the internal cause
and effect chain to work
These conditions are such that planners /
managers are not able to control as they are
external to the project
RISKS
Risks are the factors that will negatively affect the
assumptions and negate the positive conditions
required to produce results.
TYPES OF RISK:
Internal Risk:
External Risk:

RISK MANAGEMENT
E Consider risk management strategies and
allocate resources (risk allowance) to bring the risk
factors under management control.
E It may be possible to easily mitigate a risk that
you have rated high, with corrective actions. On
the other hand, a low risk situation may be difficult
to mitigate
Pre condition
If finances and competent trainers are
available
Activity
Skill training and management
training to farmers is given.
Assumption
if Banks provide credit to purchase
cattle/seeds
Output
Then.farmers grow vegetables/rear
animals
Assumption
if farmers get good market and
good price for their produce
Outcome
Then..farmers improve their income
Assumption
if inflation/cost of living remains
low
Impact
Then.. farmers have improved quality
of life housing, education and health
RESULTS INDICATORS
Performance against results is measured through
the 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 to
measure progress
towards achieving results

INDICATORS
Indicators are qualitative and
quantitative measures of results at
output, outcome and impact levels
These are used to monitor progress
towards the achievement of
expected results.
TYPES OF
INDICATORS
Indicators can provide the evidence of a
specific results in the following terms:
1. Qualitative
2. Quantitative
Qualitative indicators are judgments and
perceptions derived form subjective
analysis.

Quantitative indicators are numerical
measures of quantity including
statistical statements
For Example, peoples organization
which is essential for sustainable
development can be measured in both
quantitative as well as qualitative
terms.
RESULT INDICATOR
All the children between the age group
of 0-1 will achieve normal nutrition
status
% of children between 0-1 age group
who achieved normal height and
weight as per their age
500 Children will complete primary
education
No. of children who passed 5
th

standard (primary education)
Water user Association (WUA) will
manage their water resources
effectively by 2007
No. of members who have received
the water for irrigation as per the
initial agreement made in WUA
meeting
% of tail end farmers who have
received the water as per
agreement
No. and percent of members who have
paid their dues fully
Availability of surplus money (for
maintenance of equipment) after
meeting all running expenses.
TYPES OF INDICATORS
Quantitative statistical
measures:
Number of
Frequency of
% of
Ratio of
Qualitative judgments or
perceptions
Presence of
Quality of
Extent of
Level of
Satisfaction of
beneficiaries
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
INDICATOR SELECTION
Valid
Useful
Reliable
Simple
Affordable
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?


What is a Logical
Framework Analysis
(LFA)?
LFA is best used to assist :
In setting strategic objectives;
Defining a chain of expected Results;
Selecting appropriate performance indicators that
are gender sensitive to measure progress towards
the expected results;
Identifying underlying assumptions and risks
Expected Results


Impact


Outcomes


Outputs




Inputs (Resources
and Activities)



Project Purpose


Project Goal


Expected Results


Performance
Measurement

Performance
Indicator


Performance
Indicator


Performance
indicator


Assumptions/Risk


Assumptions:

Risk assessment:


Assumptions:

Risk assessment:



Assumptions:

Risk assessment:

Log Frame Matrix
(LFM)
PERFORMANCE MEASUREMENT FRAMEWORK
Collection
Methods -
how










Frequency
- How
often










Data
sources
- From
whom












Performance
indicators
What info













Performance
Framework


Impact


Outcome


Output


Activities

Person
responsible











The LFA is the building block for successful
projects.
Results need to be SMART.
Projects need to define expected results at the
output and outcome levels.
Results require indicators to capture evidence of
results.
Assumptions are conditions required for expected
results to be achieved.
Risks are factors that affect the assumptions.
KEY PRINCIPLES OF RBM
STEPS FOR PARTICIPATORY PROJECT
PLANNING
O Secondary data collection
O Identify issues with the involvement of field
staff based on the secondary data
O Problem analysis on any major problem
with the involvement of field staff
O Conducting problem analysis in the field
and matching it with the staffs problem
analysis
Preparing the final problem analysis
Verify the final problem analysis solution
with the villagers
Participatory planning session with the
community
Derivation of the objectives and the
outcome from the field
Logical framework analysis with the team of
staff
Sharing the log-frame with the community
DIFFERENT STAGES OF PROJECT
INTEGRATING 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
RESULT BASED MANAGEMENT AT THE
PLANNING AND DESIGN STAGE
At the Planning and Design Stage RBM involves:
(a) Setting Goal & Purpose of a project
Setting realistic results at Goal and
Purpose levels
(b) Allocating Inputs (the activities and
accompanying budgets) required to
produce the results
Setting short term results to be produced
by the activities
Identifying indicators (evidence) to measure the
change or assess achievement of results set at the
Goal, Purpose and Inputs levels

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

Assessing levels of risks that could negate the
assumptions and thus, negatively impact on
results achievements at each of the levels
RESULTS BASED MANAGEMENT AT
THE IMPLEMENTATION STAGE
RBM at implementation stage involves:

Monitoring progress towards results
using indicators
Reviewing indicators during monitoring
Monitoring Resources utilized to
achieve results
Reporting on results achieved and
budget spent

PROBLEM TREE ANALYSIS

Problem tree analysis is a analytical
process and tool that can be used to
ascertain the root causes of a given
problem, and also its effects.
BENEFITS FROM PTA

Helps in clearly understanding the causes
and effects of the problem
Helps in finding a comprehensive solution
and effectively planning the project.
Helps in selection of the most viable
strategy.
Helps in ascertaining the project
objective/Outcome and also the outputs.
HOW TO DO PTA

Decide a problem statement
Identify direct, immediate (I level)
causes of the problem and place them
below the problem.
If there is more than one cause,
place them both below the problem,
but parallel to each other.
Explore the further direct causes of
each of the I level cause identified
and place them below.
Carry on exploring till you reach the
root of the problem.
When to stop the
analysis
You may stop if you are entering
altogether a new sector.
For e.g.:- you are exploring the causes
of disease (diarrhea) and you reach low
income as one of the sub causes.
You may also stop if you reach
aspects of human nature.
For e.g.:- lack of desire/willingness on
part of the people to do something.
Stakeholder analysis
Stakeholder is any person or institution that
has anything to gain or loose from a
particular organization, project, target
group or situation.
Accordingly they may play a positive or
negative role in that situation or
organization.
Define the target group or situation
Identify the stakeholders
Assess if they play a positive or
negative role or both
Assign ratings to the different
stakeholders depending upon the
extent to which they influence the
situation
Steps to stakeholder analysis
Environment Analysis
Helps in assessing the macro and the
micro environment that the
organization is placed in and in
planning strategies in accordance
with the opportunities and the
threats that the environment holds
for the work of the organization.
Optional methods for
environment analysis
I. Simple Opportunities and Threats
analysis
II. Classifying Opportunities and threats
from Macro and Micro perspective
III. STEP model - Identifying Opportunities
and threats from the perspective of
Socio cultural environment
Technical environment
Economic environment
Political environment
Developing the program
strategy
Program strategy is the broad
description of a long term
intervention
Program strategy serves as a guideline
for the projects that may be
formulated
Program strategy answers the three
main questions of why, what and how
and with whom

Program strategy does not concern
itself so much with the questions of
How much, by when, by whom
Pre requisites for developing
program strategy
Condition of the target group
Clear cause and effect of the problem (Problem
tree analysis)
Clear understanding of the role and importance of
the different stakeholders
Knowledge and experience of best practices to
work on that theme or with that target group
Clear organizational approach and methodology
Contents of a Project
Proposal
Project Title
Organization Details
Summary of the Project Proposal
Organization Objective and
Structure
Present situation/Background
Intervention & Achievements so
far


Need for present intervention
Proposed Strategy
Staffing of the Project
LOGICAL FRAMEWORK MATRIX
Budget
Thank you..