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MANAGING FOR DEVELOPMENT RESULTS
"MfDR" OR RESULTS BASED MANAGEMENT

   
   
WHAT IS IT ALL ABOUT ? - Concept and Implementation
   
   

Results Based Management is important because it helps us articulate progress in terms of how we affect people’s lives for the better. Merely focusing on activities and inputs is not sufficient to ensure that we achieve development results. RBM helps us assess if we are using our resources most appropriately to peruse what is really important. It helps link budget allocations to development priorities.

Focusing on results also helps us respond to demands for accountability and transparency. It helps to gradually build a system that produces reliable data for making policy decisions based on evidence. It stresses knowledge and learning through continuous improvements.

Results – based management involve the regular collection of information on how effective government (or any organization) is performing. RBM demonstrated whether a project, programme or policy is achieving its stated goals or outcome.
Results Based Management is not new. It has been implemented in international organizations and in the public sector of developed countries for well over a decade; and now while being piloted in many developing countries is contributing to strengthen accountability, transparency and reform in the public sector.

   
   


WHAT ARE RESULTS ?

   
   


Results are the benefits that our programmes and projects intend to produce. Results are positive changes that our programme produced for individuals, communities and the country. They are the logical expected outcomes that occur during or after the delivery of the programme outputs.

   
   

 

WHAT IS A RESULTS FRAMEWORK ?

   
   


To develop a results framework an agency’s mission is aligned to the national vision. Goals and strategies that link national, regional and local governments by sector are defined. These goals are articulated as expected outcomes or what happens when programme outputs have been achieved- these are results.  To measure progress on outcomes, key performance indicators are defined and targets set. Next, the activities and inputs required to produce outputs corresponding to each outcome are specified.
Results are tracked by collecting data on indicators.

   
   


WHAT WILL BE DONE TO IMPLEMENT RBM ?

   
   


To implement Results Based Management the concept is introduced to staff in each agency/ministry and a core group formed to drive the process forward. This team will have the responsibility for introducing the concept and definitions to their colleagues, and will act as change agents within the ministry. The technical help, logistical support in terms of workshop space, training and resource materials such as slides and handouts will be provided as well as technical help through the quarterly newsletter. A proposal for an online community of RBM practitioners is also proposed.

When RBM concepts are known within each ministry and the groundwork done to define the mission and goals (if it is not already formulated) a workshop will be held to specify the strategic goals, the Key performance indicators and targets; data collection methods, data sources and baselines will be identified as well.  After that the agency score card which is a results monitoring tool will be finalized

   
   


WHAT IT ENTAILS ?

   
   


The process of implementing RBM is likely to build capacities of staff engaged in planning, monitoring and data collection and lead to learning new concepts and finding greater meaning in their work. When they are encouraged to participate in events where they share ideas about how they collectively contribute to positive change in the community, staff morale is likely to increase significantly.

   
   


  • A firm commitment by senior management to monitor performance in goal achievement will go a long way to support, encourage and motivate staff to think “results”
  • The undertaking to champion the process within their organizations will mean overcoming roadblocks and supporting the gradual shift  to results based management
  • Making the process participatory and empowering staff to give of their best and take an active role in the implementation will ensure that the process takes root within the ministry
  • The process is also likely to require time and patience as when gaining a new skill.

   
   


   
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