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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At the beginning of a planning cycle, whether it is at programme or project level, it 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.

Results-based Management in CIDA

Download it before it dis appears. It is a process designed to depict how a complex change initiative will unfold over time. 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. 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.

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.

RBM is a system, and like all systems its components must work harmoniously and cohesively for it to be effective. Committing to results management requires that staff and management be held accountable for appropriate levels of results. WS More or Less: EU vs Fake News: From Poverty to Power by Duncan Green.

But gyide many cases, the data collection must be assigned to the partner agencies in the field, who know where the information is, and how to get it.

Are activities producing the desired outputs? Buy-in and support for RBM can only be achieved by actively involving staff and stakeholders.

This suggested new format puts results up front, in a table, emphasizing indicator data, with room for explanations in text, below. It focuses on the fidelity of the cause-and-effect relationships: This document will be of use beyond the primary intended audience which was originally rhm of Global Affairs and those working with them on project and project design.

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Newer Post Older Post Home. 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.

MfDR is about achieving development or sustainable rather than short-term results that have an impact on the lives of people. This Guide has only recently been made available on the GAC website, and while it appears complete in itself, some of the links to templates remain to be added.

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

How Implementing Agencies View the But the reality is that for projects funded by GAC and many other donors, after two or three years of project design and approval processes, both the donor and the partners in the field want to start actual operations quickly. Are outputs being utilized by target users? In fact, it could be called a results cloud. RBM also emphasizes using information on results to improve decision making.

Results-Based Management Training www. 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. Some of these indicator discussions alone, where an initial orientation is required, and where there are multiple stakeholders, with different perspectives and different areas of expertise involved, can take 20 or 30 professional staff one or even two weeks in full time sessions, to reach initial agreement on what are sometimes 30 or 40 indicators.

This document makes this link, 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. Results-based management RBM is a broad management approach whose core focus is achieving results. Evaluability Assessment and Results-Based Management: That kind of analysis, as well as questions of cause and effect, is normally dealt with through reviews and evaluations.

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.


I do not find the addition of “Outcomes” – instead of just labeling them results, to be helpful.

Results-based Management in CIDA – Monitoring and Evaluation NEWS

I agree completely that this is the most useful way to proceed — if the time and budget are allocated to make it possible. Most Popular Posts – Last 30 days 1. Vida Me Greg Armstrong. Results-oriented leadership demonstrates attitudes and behaviour that are essential for the success of the organization.

A major precondition of effective results management is leadership commitment. In real life, a Logic Model which actually reflects the series of interventions, from changes in understanding, which are necessary for a change in attitudes, to changes in decisions or policies and changes in behaviour or professional practice, will go through a minimum of 4 to 5 or even more stages where needs assessments, and training of trainers or researchers lie at the beginning of the process, before we get to field implementation of new policies or innovations.

The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact, and sustainability. guude

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

The Ultimate Outcome level is the result to which the project, along with a host of other external agencies, including the national government, and other donors, may be contributing.

It creates an illustration of all the various moving parts that must operate in concert to bring about a desired outcome. Some partners have decided to maintain their own more detailed, multi-level logic models, and present a simplified version to the donors, because the whole purpose of these tools is not primarily for reporting to donors — but to help managers determine what interventions are working, and what changes are cisa.

Managers of Canadian aid projects — or anyone involved in project design, regardless of the funding source Most useful: Experience indicates that clarity in direction invariably leads to enhanced effectiveness and efficiency for policy makers, planners and programme managers.