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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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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. The results – three forms of Outcomes, are organized in a Logic Model. Suggested Results Reporting Format – emphasizing progress against indicators and targets. Research and the experience of organizations and countries that have mature RBM systems have demonstrated that an incentive system is important for consistent use of RBM and the embedment of a results culture.

Yuide Assessment and Results-Based Management: RBM together with a changing mind-set and culture towards achievement of results is often guidde as an important part of management reform.

It is impractical, the donors would argue, to have even a 5 level Logic Model — and this would indeed require extra work on indicators. In the past different projects have reported in a wide variety of ways, often forcing readers to wade through dozens of pages of descriptions of activities, in a vain attempt to find out what the results are.

The GAC RBM framework has several criteria for developing precise result – Outcome statements, reflecting the fact that these are supposed to represent changes of some kind for specific people, in a specific location. This document will be of use beyond the primary intended audience which was originally staff of Global Affairs and those working with them on project and project design.

The positive side of these templates is that they standardize what is produced, and make it difficult to rm omit or change the wording of results, as we move from a Logic Model to the development of activities and indicators. At higher levels results are seen as changes in the behaviour, practice and performance, of change agents or of people who are the long-term beneficiaries.

Most accounting systems do not show the alignment of resources to objectives.

Some elements are of use only in project design, but most can be used in implementation. Learning informs management and the organization at every stage about what is working well and what needs to be adjusted.

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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.

The Theory of Change as an approach is a guiding framework for all stages of planning thinkingimplementation action and performance management accountability and gukde when intervening in social change processes. Evidence shows that both planning and achievement of results increasingly receive attention at global, regional and country levels.

If you get cuda message above, you might be able to get around it by right clicking on the link and downloading the document, but there is no guarantee this will work. It involves systematic collection of data on selected indicators to measure performance against targets.

Managing guiee results represents a very different way of doing business. Involving staff in the development and implementation of a results approach is important for creating the support for the necessary change of orientation.

Results-based Management in CIDA

Guice kind of analysis, as well as questions of cause and effect, is normally dealt with through reviews and evaluations. Greg Armstrong [Updated July ] The RBM Guide produced by Global Affairs Canada is an essential tool for anyone implementing Canadian aid projects, and useful for anyone else seeking to design a results-based development project.

Learning takes place at every stage.

Subscribe to RSS headline updates from: I have participated in several design and inception missions, and I cannot remember when baseline data for all indicators were actually collected before the project commenced. The Results-Based Management Website blog reviews ccida of potential use to international development professionals interested in planning, managing or reporting on results. It is focused on achieving results, improving performance, guise lessons learned into management decisions and monitoring and reporting on performance.

About Me Greg Armstrong.

Most Popular Posts – Last 30 days 1. Those who have examined or worked with the Results terminology used by U. Share on LinkedIn Greg Armstrong.

As part of monitoring, evidence of the reported results should be collected using indicators to verify what is reported.

At the beginning guife a planning cycle, whether it is at programme or project level, guive is important to determine what results need to be achieved, when they need to achieved, and what needs to be done right away, in order to successfully achieve set goals and objectives. The RBM approach shifts away from a focus on inputs, activities and processes to a focus on benefits and achievements that are a direct effect of the intervention.


Results-Based Management Websites: CIDA’s Practical Guide to Planning Large Development Projects

The Guide provides a useful new format for results reporting. Bilateral donor frameworksDonor agencyIndicatorsLogic Model. Governance Assessments and Governance indicators This Guide has only recently been made available on the GAC website, and while it appears guidf in itself, some of the links to templates remain to be added. It is about accountability for delivering results to the citizens on whom the interventions are focused.

A results-oriented leadership ensures selection of clear objectives and strategies for the programme, demands information and documentation of results and ciea performance information for decision-making.

All of this could be avoided if more money and more time — up to six months perhaps — were allocated to the inception period, with an emphasis on establishing a workable monitoring and evaluation rb, and actually funding baseline data collection. The process involves making adjustments and tradeoffs.

Results-Based Management Tools at CIDA: A How-to Guide

Committing to results management requires that staff and management be held accountable for appropriate levels of results. A results-oriented guude to drive the results agenda: Incentives to institutionalize a culture of results: It can be useful, not just for people working on CIDA projects but for anyone trying to put together the pieces of a complex project or programme.

Are inputs or resources leading to desired activities? The partners, meanwhile, have their existing work to continue with — and rarely see the baseline data collection as their most important operational priority given the political and institutional realities they fact to do their normal work.

Bilateral Results Frameworks 2: A major precondition of effective results management is leadership commitment. Governance Assessments and Governance indicators Buy-in and support for RBM can only be achieved by actively involving staff and stakeholders. The PIP Guide remains a useful tool, as it had more detail on some design issues such as the Work Breakdown Structure, activity scheduling, budgeting and stakeholder communication plans.

Accordingly, management is supposed to continually make necessary adjustments to ensure that planned or desired outcomes or results are realized. Criteria for assessing fbm likelihood and effect of risks.