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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The diagram below is an illustration of a results chain. That is why the process is called Results-Based Management, and not just results based reporting. Those who have examined or worked with the Results terminology used by U. 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.

Some elements ccida of use only in project design, but most can be used in implementation. This new Global Affairs Canada Results-Based Management guide is an absolutely necessary tool and reference for anyone working on Canadian aid projects — and it is a practical, very useful resource for anyone who wants clarity on the process of results-based project design.

Reporting on Outcomes,Limitations: How Implementing Agencies View the This document makes this guidw, and the link to results-based scheduling, clearer, and the template for the Logic Model, automatically populates the matrix with Outputs, preparatory to figuring out what activities are necessary to achieve them.

If not, adjustments are required — that is adaptive management. This implies training and provision of necessary tools, as well as participation in setting realistic goals and targets, assessing risks and reporting on performance. Within each of the pillars described above, methodologies and tools are developed guied form the RBM nervous system.

Building a Monitoring and Evaluation System: Key to the development of a results-oriented culture is training for everyone involved in implementation, readily available RBM tools and reference materials, incentives that promote application of RBM and disincentives for non-application of RBM principles.

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

In fact, it could be called a results cloud. More importantly, evaluations should be able to indicate whether desired results, especially outcomes and impacts were achieved, and if not why not? And it is easy to see, with the discussions on problem identification, theory of change, risk, and other topics, how giide guide will be useful to people designing projects for any agency, regardless of the funding source. Some of the key elements of RBM are:.

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Baseline data Take baseline data collection, for example. As part of monitoring, evidence of the reported results should be collected using indicators to verify what is reported.

Results-based management for international assistance programming: A how-to guide

Accountability and clear roles and responsibilities: An effective monitoring system is critical to facilitating learning and accountability, which are essential elements of RBM. I will keep the old PIP Guide on hand, however, for its still useful detail, and user-friendly format, as a complement to the new RBM guide. It focuses on the fidelity of the cause-and-effect relationships: A results chain can be summarized as a series of conditional statements: The RBM Training website explains his approach to training.

Evaluability Assessment and Results-Based Management: Suggested Results Reporting Format – emphasizing progress against indicators and targets. A basic principle of results planning is to start with the desired change impact and outcomes and then identify the outputs, activities and inputs required to achieve them — develop a results framework.

From Poverty to Power by Duncan Green.

Numbers of the Year Part 1 2 days ago. It is about effectiveness of implementation. 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.

Experience indicates that clarity in direction invariably leads to enhanced effectiveness and efficiency for policy makers, planners and programme managers. Evidence shows that guude planning and achievement of results increasingly receive attention at global, regional and country levels.

Monitoring checks to see whether outputs are of the desired quality and whether they are timely gbm adequate to lead to the desired change. Bilateral donor frameworksDonor agencyGuidesLarge Projects.

That means that when a donor agency emphasizes participatory development of indicators, during an inception period, it should be prepared to provide the resources of time and money necessary to make this practical.

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EU vs Fake News: RBM is about selecting a destination first, then deciding on the route, checking against a map and making adjustments as required, in order to achieve the desired results. In UN-Habitat, a number of reasons and expected benefits justify the use of theory of change as a tool to guide planning, implementation and performance management; among them:. Most Popular Posts – Last 30 days 1. RBM is a system, and like all systems its components must work harmoniously and cohesively for it to be effective.

Risk management is therefore an integral part of results-based management.

And, as the GAC guide quite correctly notes: It is focused on achieving results, improving performance, integrating lessons learned into management decisions and monitoring and reporting on performance. Results-oriented leadership demonstrates attitudes and behaviour that are essential for the success of the organization.

These and other additional tips can be found in section 3 — Step by Step Instructions on results-based project planning and design p. In a rational process this would in fact be the situation.

Results-based management for international assistance programming: A how-to guide

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. I have seen very small civil society organizations face lengthy processes of data collection and report revisions, to comply with donor agency RBM requirements guidf relatively inexpensive projects.

What then is a result or a development result? As donor assistance shrinks and internal financial allocations are shared among competing priorities, managers are challenged to prove that their programmes fbm projects produce the results that they promise to achieve. People are inclined to resist any approach that is perceived as being imposed from above. Managing for results represents a very different way of doing business. Criteria for ckda the likelihood and effect of risks.