...RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide PLAN EVALUATE BUDGET RESULTS MONITOR IMPLEMENT i RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide © 2012 Asian Development Bank All rights reserved. Published in 2012. Printed in the Philippines ISBN 978-92-9092-838-6 (Print), 978-92-9092-839-3 (PDF) Publication Stock No. TIM124978 Cataloging-In-Publication Data Asian Development Bank Results-based public sector management: A rapid assessment guide. Mandaluyong City, Philippines: Asian Development Bank, 2012. 1. Managing for development results 2. Results-based management 3. Public sector. I. Asian Development Bank. The views expressed in this publication are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB), its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make any judgments as to the legal or other status of any territory or area. ADB encourages printing or copying information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating...
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...Guidelines for Programme Design, Monitoring and Evaluation Table of contents KEY TERMS 1. BASIC PRINCIPLES 1.1. Development cooperation as part of foreign policy • • • • • 1.1.1 Increasing coordination and coherence 1.1.2 Strategic planning sets the framework 1.1.3 Cooperation has various forms 1.1.4 Policies require action 1.1.5 Finland as a partner 1.2. Towards a common language • • • 1.2.1 An integrated approach improves learning 1.2.2 Project cycle - the life of a development intervention 1.2.3 Level of participation varies 1. 3. Achieving sustainable development • • • • • • • • 1.3.1 Policies must match 1.3.2 Better value for money 1.3.3 Institutional capacity makes a difference 1.3.4 People-centered development emphasises socio-cultural aspects 1.3.5 Participation enhances ownership 1.3.6 Gender equality and participatory development 1.3.7 Environment - not only ecology 1.3.8 Technology must meet the needs 2. PROJECT DESIGN 2. Situation analysis - the cornerstone of project planning • • • • 2.1.1 Background studies and the analysis of stakeholders 2.1.2 Problem analysis - key to the project’s framework 2.1.3 Objectives reflect an ideal future 2.1.4 Strategic choices begin by fixing the project purpose 2.2. Planning with logic • • • • • • • • 2.2.1 Logical framework is a practical tool 2.2.2 Intervention logic states the strategy 2.2.3 Assumptions must hold 2.2.4 Indicators make the plan concrete 2.2.5 Approach describes how 2.2.6 Organisation determines roles...
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...Impact • Assessment • Career Development • Strategic Planning • SYSTEMS • Supervision • Objectives • Program DEVELOPMENT Series 2 ORGANIZATIONAL MANAGEMENT Monitoring and Evaluation • SUSTAINABILITY • Module 4 Monitoring and Evaluation and Management Information Systems (MIS) 2/ MIS, Monitoring & Evaluation Introduction Monitoring and Evaluation Process points: Types and levels of monitoring and evaluation activities Some monitoring and evaluation definitions What are indicators? Methods and tools for monitoring and evaluation Steps in planning and conducting monitoring and evaluation ❐ Tools and techniques: How to write your evaluation report Tips for improving monitoring and evaluation of your project Management Information Systems (MIS) ❐ What is on MIS? ❐ Why is an MIS important? Sources for decision making, monitoring, and evaluation ❐ Targets Designing an MIS Using data to inform your MIS: conducting a baseline study Performance information Key questions in designing an MIS Institutionalizing an MIS in an organization MIS: step-by-step Using MIS outputs for decision-making How is information used in the organization? ❐ How does information flow in your organization? A word about reporting ❐ Tips and Tools: Report preparation checklist A final word about evaluation ❐ Process evaluation ❐ Output evaluation ❐ Effects evaluation ❐ Short-term impact evaluation Summary 1 2 4 5 5 7 8 9 10 1 1 1 1 13 ...
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...support each other and relate to annual processes and documents. We now live in a more dynamic world, however, with new development partners, more coordination among various US Government actors, shorter execution cycles, new policies and fiscal realities, and greater appreciation for the complexity and contingency of development. The Program Cycle acknowledges that development is not static and is rarely linear, and therefore stresses the need to assess and reassess through regular monitoring, evaluation, and learning. The Program Cycle encourages planning and project management innovations to reduce the unit cost of delivery and increase the cost-effectiveness and lasting impact of development cooperation. In short, we are not going back to the future, but moving forward based on historical best practices. PROGRAM CYCLE COMPONENTS: 1. Agency Policies and Strategies. 2. Country Development strategies 3. Project Design and Implementation 4. Monitoring 5. Evaluation 6. Learning and Adapting 7. Budget Resources Agency Policies and Strategies: The Program Cycle is informed by a series of U.S. Government and USAID policies and strategies that define the goals and purpose of this approach, and that ultimately strive to make USAID a better development partner. Key policies and strategies include: * The President’s Policy Directive on Global Development (PPD-6) – recognizes that development is vital to U.S. national security...
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...or affected by the project. Step 2: Project Planning Using information obtained from the first step, list the things that need to be done to ensure the project goals. Step 3: Project Schedule Task list should be made to ensure that the planning of this project can be made as planned. of which is the timeliness or schedule plan. Step 4: Supporting Plans The final steps to consider are a plan that has been made in the planning process. Related matters are human resource planning, communications planning and risk management. Q2: Discuss the potential political necessities outlined in this section as they related to this type of implementation. Q3: Think about and create a list of step that make sense for your organization. List step that should be taken when we want to plan for organization are:- 1. Review and revise project objectives by examining reports and project documents. At the start of any project, there will be a variety of ideas and opinions about the purpose and scope of the project, what the final product of the project will be, and how the project will be carried out. The Project Initiation Stage is concerned with taking these ideas and intentions and developing them into a formal, planned, resourced and funded project. It is also necessary to develop a process by which the project objectives can be achieved. 2. Define purpose or scope of the monitoring and evaluation. Monitoring and evaluation help improve performance and achieve results...
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...facts, skills and techniques to execute a project effectively and efficiently. It outlines the path to undertake in the introduction of a desired change (Bernes & Noble 5). In this project, the path is to impart cookery knowledge to interested students. This is undertaken to create a unique service of imparting cookery knowledge. Project management involves the undertaking of projects in a number of stages, which entail the project lifecycle. The project at hand is a cooking project. The project aims at starting classes to teach cooking to interested people. The project follows certain stages that include project initiation, planning, execution, monitoring and evaluation and project closure. Discussion Project Initiation Project initiation involves exploring the ideas of a project and elaborating them. It is also known as the pre-planning stage. It involves stating the basic characteristics of the project. There are various steps undertaken in this stage of a project cycle. An initial project plan is initiated, which comprises of a business case, feasibility study, and project charter, preliminary risk identification, assigning project management team and performing project review. This stage...
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...management across the project life cycle. Q-2: How does the government finance the development project? Please discuss some of the characteristics of the planning process which cause low utilization of development fund and poor implementation of development program. Answer: It plays an important role in the country’s economic development through implementing various development projects. To implement this development project finance is an important thing. Bangladesh Govt. has two means to finance development project e.g. i) Govt. own fund; and ii) development partner. In this regard, development partners are seen to give money as grants or loan; and to some extent they provide money as both form (grant and loan). Development planning process: Low utilization of development funds and poor implementation of development programmes is a common phenomenon in Bangladesh. The national planning process is characterized by numerous problems, a few of which are mentioned below as key challenges that need immediate remedial measures. a. Paucity of trust in institutions and their people: A general lack of trust in different institutions involved in the process could be observed, which is attributed to the absence of a deep rooted discipline in development planning. This applies at all levels, from implementing department/agency to Planning Commission via the sponsoring ministry/division. The sponsoring ministry is not confident about the capacity of its subordinate department/agency as...
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...THE EFFECT OF BUDGETARY CONTROL ON EFFCTIVENESS OF NON GOVERNMENTAL ORGANISATIONS IN KENYA REBECCAH NYAMBURA KIMANI A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF SCIENCE FINANCE, SCHOOL OF BUSINESS, UNIVERSITY OF NAIROBI OCTOBER 2014 DECLARATION I declare that this project is my original work and has not been submitted for examination in any other university. Signed………………………………………Date…………………………………… REBECCAH NYAMBURA D63/71147/2014 This project has been submitted for examination with my approval as the university supervisor Signed………………………………………Date…………………………………… MR. MIRIE MWANGI Lecturer, Department of Finance and Accounting School of Business University of Nairobi ACKNOWLEDGEMENT I am deeply indebted to all those who in their own way contributed to successful completion of this study. First and foremost I thank the almighty God, to whom all knowledge, wisdom and power belong for sustaining me in good health, sound judgment and strength to move on and complete my master’s studies. Special appreciation goes to my supervisor for his dedication, guidance, valuable suggestion and ideas throughout the course of this project. Without his enormous support this study would not have been successful. Thanks to my family who always inspired me in every step to accomplish this study. I am eternally grateful for your love, encouragement and support in all my endeavors. DEDICATION I dedicate this project to my...
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...A Handbook for Development Practitioners Ten Steps to a 29672 ResultsBased Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK Washington, D.C. © 2004 The International Bank for Reconstruction and Development / The World Bank 1818 H Street, NW Washington, DC 20433 Telephone 202-473-1000 Internet www.worldbank.org E-mail feedback@worldbank.org All rights reserved. 1 2 3 4 07 06 05 04 The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The World Bank encourages dissemination...
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...20 Self-Reflection As they are intervening in complex human systems, capacity-development practitioners need to be flexible, adaptable and willing to learn from what they do. An important source of learning in real time is the processes and results of monitoring and evaluation (M&E). Bruce Britton explains M&E activities as they are commonly pursued and explores creative ways in which practitioners can use them for personal learning and selfreflection. He also provides suggestions on how this can be done under non-conducive organizational conditions. Monitoring and Evaluation for Personal Learning Bruce Britton By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest. (Confucius) Introduction Capacity development practitioners collaborate in efforts to improve the capabilities of complex human systems that operate and connect at different levels. First and foremost, capacity development is a process based on the assumption that better understanding and knowledge will bring about change. Also, the planning for capacity development interventions typically rely on variations of the Logical Framework Approach (LFA), which encourage careful thinking about expected outcomes and impacts. By its very nature LFA assumes that intended results of an initiative can be established in advance because the path that a capacity development process will take can be adequately...
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...Why it is important to set in place procedures that review and evaluate the planning and monitoring of financial performance Monitoring and evaluation are important management tools to track your progress and facilitate decision making. While some funders require some type of evaluative process, the greatest beneficiaries of an evaluation can be the community of people with whom your organization works. By closely examining your work, your organization can design programs and activities that are effective, efficient, and yield powerful results for the community. Definitions are as follows: Monitoring can be defined as a continuing function that aims primarily to provide the management and main stakeholders of an ongoing intervention with early indications of progress, or lack thereof, in the achievement of results. An ongoing intervention might be a project, program or other kind of support to an outcome. Monitoring help organizations track achievements by a regular collection of information to assist timely decision making, ensure accountability, and provide the basis for evaluation and learning. Evaluation is the systematic and objective assessment of an on-going or completed project, program, or policy, and its design, implementation and results. The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact, and sustainability. An evaluation should provide information that is credible and useful, enabling the incorporation...
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...PROJECT PLANNING AND MANAGEMENT (Project Planning / Project Formulation / Project Implementation / Preparation of Project Proposal) Compiled by S.Rengasamy, Madurai Institute of Social Sciences One Of the most important administrative developments in the developed as well as in developing countries has been the initiation and growth of a large number of new programs projects in every field like Since the 1950s the development agenda has been agriculture, irrigation, industry, community characterized by projects and programs aimed at improving the quality of life of beneficiary communities, development and social welfare etc.. The principle be it in physical or qualitative terms. Despite significant aims and objectives of all these programs have been inputs of human and financial resources, many fell short to bring about overall changes in the existing socio- of expectations. Projects failed to meet the priority economic structure in the country providing thereby needs of communities; stated outputs were not achieved dignified way of life to a citizen as a unit and socio- or, if achieved, not sustained; target groups did not benefit in the manner intended; project costs escalated economic up liftment of the society. So most of the administrators are directly concerned with the program / project administration than other activities. The capability of administrative system to formulate and implement, relevant and in able programs effectively constitutes a crucial element in...
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...Implementing your Strategic Plan Implementation framework The following shows from the management or committee (in a volunteer club) perspective the key elements that will need to address to make the transition from the development of strategic plans and strategies to implementation. [pic] The organisation may wish to include an implementation framework as part of their planning documents to assist with implementation. This could be expressed in table form as outlined below: |Implementation framework | |Element |Example activity | |Governance |Ensuring that board reporting links to the strategic direction of the organisation | |Communication |Distribution of the various planning documents to the appropriate key stakeholders | |Resource allocation |Re-alignment of staffing structures and budgets against the plan | |Key stakeholders |Ensuring that member associations such as states adopt and sign-off on the plans | |Ethics and values |Managing the conflicts of interest that may arise within the organisation | |Risk management...
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...result from quality stakeholder engagement, research, insight, careful planning, implementation, and constant adjustments based on feedback. We approach all projects from a project lifecycle perspective, with most projects following a series of interdependent stages. Typically, these stages include understanding, planning, designing, implementing, and concluding. There is a time and place for each product and service. Within each stage, projects may require any combination of management, research, creativity, training, and technical services. When we approach each project, we assess which project lifecycle stages will be required, and then we combine the best combination of services, products, and people for that stage. Recognizing there are no “one size fits all” solutions, we tailor each project to suit our clients’ individual needs and unique operating environments. Since all our products and services are aligned with the lifecycle stages, we offer the right support, at the right time, focused on the right goals. Project lifecycle stages 1. Understanding Solid projects and campaigns begin with quality research and insight. This can include audience, product, competitor, and stakeholder research. The insights gleaned at this stage are used for the strategic planning, design, and implementation stages. Moreover, any baseline data may be used for pre/post comparisons within the final evaluation. 2. Planning The best strategic plans take place after conducting preliminary...
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...Planning is an iterative activity. If the world did not change, we would only have to develop one plan and stick to it. However, we live in a turbulent world. David Brinkley, during the breakup of the former Soviet Union, stated that each day seems to bring the dawn of a new era. In such a world we need a planning model that allows us to anticipate the future and to use this anticipation in conjunction with an analysis of our organization--its culture, mission, strengths and weaknesses--to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one. Strategic Management Strategic management is a technique you can use to create a favorable future and help your organization to prosper. To create this favorable future, you must involve your organization's stakeholders (i.e., anyone with a vested interest in achieving your organization's goals) in envisioning the most desirable future and then in working together to make this vision a reality. The key to strategic management is to understand that people communicating and working together will create this future, not some words written down on paper. Strategic management does not replace traditional management activities such as budgeting, planning, monitoring, marketing...
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