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
 Beyond the
Impact III level
Long-term
Ultimate –
Program level project
Results

Outcomes II level Mid-

term Results
Intermediate At/ by the
end of the
- Project level
project

I-level Immediate– During the

Outputs Short-term Project level project
Results
 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
family’s health care, education
Outcome:
At least 75 women improve their income from
animal rearing by a minimum of Rs. 1500/- per
month.
 Outputs

# 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.
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 IMPACT

OUTCOMES

OUTPUTS

COMPLETED ACTIVITIES

INPUTS/RESOURCES
HOW RESULTS CHAIN OPERATES
oInputs 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
 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 organization’s 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 OUTCOMES

(Purpose)

Inputs Activity Outputs

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

The human organisation The Coordination A short term

and physical resources technical assistance developmental result
contributed directly and and training tasks that is the logical
indirectly by the organized and consequence of
stakeholders of a project executed by project project activities
personnel

Outcomes Impact

A medium term A long-term

developmental result developmental result
that is the logical that is the logical
consequence of consequence of
achieving a achieving a
combination of combination of outputs
outputs and outcomes
RELATIONSHIP BETWEEN
OBJECTIVE & OUTCOME
Objective is the summary of
Outcomes
Objective:
500 families will be economically
developed by March 2008
or Outcome is the expansion of
objective
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
 OBJECTIVE/PURPOSE & OUTCOME
OBJECTIVE/PURPOSE
People’s organizations at Upzila level is
functioning and addressing lobbying, social
action and awareness raising issues
OUTCOME
Within two year
1. People’s 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. People’s 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 Primary group members feel the need and
with primary group members agree to revive the federation / people’s
organization

Workshop to develop purpose, structure, People organization members revisit and

rules and systems for proper functioning of decide the purpose, structure, rules
people’s Organization

Orientation and leadership training to elected People organization’s leaders become aware
representative / leaders about their role and tasks and the purpose and
systems of the organization.
 Activity Output
• Federation organizes
• Facilitate the regular meetings and
functioning of the takes
decisions
independent

federation
• Federation prepares micro
• Facilitate micro plan – Decides results,
planning tasks to be performed,
divides
responsibilities,Prepare
budgets
• Facilitate linkage
• Federation leader begin
with the Govt. to visit Govt officers and
raise their demands
offices
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
♣ Consider risk management strategies and
allocate resources (risk allowance) to bring
the risk factors under management control.

♣ 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
 Impact Assumption
Then….. farmers have improved quality if inflation/cost of living remains
of life – housing, education and health low

Outcome Assumption
Then…..farmers improve their income if farmers get good market and good
price for their produce

Output Assumption
Then…….farmers grow vegetables/rear if Banks provide credit to purchase
animals cattle/seeds

Activity Pre condition

Skill training and management If finances and competent trainers are
training to farmers is given……. available
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:
2. Qualitative
3. Quantitative
Qualitative indicators are judgments and
perceptions derived form subjective
analysis.
Quantitative indicators are numerical
measures of quantity including
statistical statements
For Example, people’s organization
which is essential for sustainable
development can be measured in both
quantitative as well as qualitative
terms.
RESULT
All the children between the age group
of 0-1 will achieve normal nutrition
status
500 Children will complete primary
education
Water user Association (WUA) will
manage their water resources
effectively by 2007
INDICATOR
% of children between 0-1 age group
who achieved normal height and
weight as per their age
No. of children who passed 5th
standard (primary education)
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 Qualitative judgments

statistical or perceptions
measures:
Presence of
Number of
Quality of
Frequency of
Extent of
% of
Level of
Ratio 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
 Log Frame Matrix
Expected Results (LFM)
Expected Results Performance Assumptions/Risk
Measurement

Project Goal Impact Performance Assumptions:

Indicator  
Risk assessment:

Project Purpose Outcomes

Performance Assumptions:
Indicator  
Risk assessment:

Inputs (Resources Outputs

and Activities)
Performance
Assumptions:
indicator
 
Risk assessment:
 PERFORMANCE MEASUREMENT FRAMEWORK

Performance Performance Data Collection Frequency Person

Framework indicators – sources responsible
What info
Methods - - How
- From how often
whom

Impact

Outcome

Output

Activities
 KEY PRINCIPLES OF RBM
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.
 STEPS FOR PARTICIPATORY
PROJECT PLANNING
Secondary data collection
Identify issues with the involvement of
field staff based on the secondary data
Problem analysis on any major
problem with the involvement of field
staff
Conducting problem analysis in the
field and matching it with the staff’s
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.
 Steps to stakeholder analysis

• 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
 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…..