1. Results-Based Management
UNDP Myanmar
23 October 2013
Field Implementation Unit, Pillar 1

2. The Paris Declaration on Aid Effectiveness
Accra Agenda for Action and 2005 Summit Outcome
5 key principles
1.Ownership: Developing countries set their own strategies for poverty reduction,
improve their institutions and tackle corruption.
2.Alignment: Donor countries align behind these objectives and use local
systems.
3.Harmonization: Donor countries coordinate, simplify procedures and share
information to avoid duplication.
4.Results: Developing countries and donors shift focus to development results
and results get measured.
5.Mutual accountability: Donors and partners are accountable for development
results.
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3. How to Define Results?
Defining results begins with analysis of the country situation, review of the
comparative advantages of the UNCT, a stakeholder analysis and a
vision of desired outcomes
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4. Causal Analysis
• The essence of causal analysis is the examination of
the underlying causes of a condition, problem, or
event.
• Most social scientists accept that the concept of
causal relations is essential to the understanding of
social systems, even though cause and effect,
invariably cannot be observed directly.
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5. Role/Pattern Analysis
rights holders vs. duty bearers
- Identifies those whose rights have been affected (rights
holders) and those who are responsible for ensuring the
realisation of those rights (duty bearers)
- Allows to define the valid claims of rights holders and the
corresponding obligations of duty bearers.
- Allows to understand the complex web of relations between
rights holders and duty bearers at different levels of analysis
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6. Capacity Analysis
 Capacity analysis examines ‘why’ duty bearers
lack the capacities to fulfil their obligations as
well as ‘why’ rights holders lack the capacities to
claim their rights (capacity gap).
 Capacity entails different elements, all of which
need to be analyzed to identify capacity
development needs.

7. Rights-based results
Consider…
– Whose rights are not being met?
– Who has an obligation to act?
– What do these people need to be able
to act? (knowledge, skills, resources)

8. What comparative advantages?
Based on the SWOT exercise results in order to optimizing the
supports, building on strengths, addressing weaknesses,
capitalizing on opportunities and minimizing threats,
the following comparative advantages…..
focused on maximizing the efficiency and effectiveness
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9. Stakeholder Analysis
Stakeholder importance and influence matrix
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10. October 2010
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11. Result Based Management
1. Overview of RBM
2. RBM in Planning
3. RBM in Managing
4. RBM in Monitoring
5. RBM in Evaluation
6. RBM in Reporting
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12. The RBM life-cycle approach
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13. Part I: Overview of RBM
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14. Part I: Overview of RBM
What is results based management?
RBM is a management approach aimed at ensuring
that activities achieve desired results (outputs, outcomes
and impacts)
A key component of RBM is performance monitoring
which is to objectively measure how well results are
being achieved, and to report on measures taken to
improve them.
RBM rests on clearly defined accountability for results
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15. Result = Change
UNDP Asia-Pacific Regional Centre, Management Support Unit

16. What is a Result ?
A describable or measurable
change resulting from
a cause and effect relationship
- UNDG agreed RBM terminology
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17. Why is it important to choose key results?
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18. Results are about Change
 use “change language” rather that the customary ‘action
language’.
 Change language has three characteristics:
• (a) it describes changes in the conditions/quality of life
of people;
• (b) it sets precise criteria for success; and
• (c) it focuses on results,
 leaving options on how to achieve them – hence the need
to avoid expressions such as “through this and that” or “by
doing this and that”.
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19. Action language??
(a) expresses would-be results from the providers’
perspective – and usually starts with “to do this or
that”;
(b) can be interpreted in may ways because it is not
specific or measurable (e.g., “to reduce HIV
transmission”); and
(c) focuses only on the completion of activities (e.g., “to
open 25 new youth-friendly centers”)

20. The power of measuring results
 If you do not measure results, you can not tell success
from failure
 If you cannot see success, you can not reward it
 If you cannot reward success, you are probably rewarding
failure
 If you can not see success/failure, you can not learn from
them
 If you can not recognize failure, you can not correct it
 If you can demonstrate results, you can win public
support
Adapted from Osborne & Gaebler, 1992
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21. Why RBM?....intended gains….

Provides crucial information – data/evidence

Provides the status of a project, program, or policy –
same data collected over time

Focus on results instead of activities - measurement of
programme achievements

Transparency - promotes credibility and public
confidence by reporting on the results of programs
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22. RBM  MfDR
Result based management
Managing for development
Results
a broad management strategy the emphasis on development
aimed at achieving improved
results rather than
performance and demonstrable organizational results
results
focused more on internal
results and performance of
agencies
keep the focus on
development changes in the
people

23. Typical pitfalls
Wordy (..and no change language)
To promote equitable economic development and
democratic governance in accordance with international norms
by strengthening national capacities at all levels and empowering
citizens and increasing their participation in decision-making
processes
Too ambitious
Strengthened rule of law, equal access to justice and the
promotion of rights
Containing multiple results
The state improves its delivery of services and its
protection of rights—with the involvement of civil society and in
compliance with its international commitments

24. Typical pitfalls
Wishy-washy, not a result (ie. Support provided to improve..)
Support to institutional capacity building for improved governance
So general, they could mean anything
To promote sustainable development and increase capacity at municipal
level
Overlapping with National goals/ MDGs (impacts)
Substantially reduce the level of poverty and income inequality in
accordance with the MDGs
Confusing means and ends
Strengthen the protection of natural resources through the creation of an
enabling environment that promotes sound resources management

25. Part II: RBM in Planning
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26. Part II: RBM in Planning
 Results chain
 Developing result matrix
 Determining the indicators, baseline
and target
 Assumption and Risk
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27. Part II: RBM in Planning
2.1 The Results Chain
The causal sequence for a development intervention that
stipulates the necessary sequence to achieve desired
objectives – beginning with inputs, moving through
activities and outputs, and culminating in outcomes, impacts
and feedback.
In some agencies, reach is part of the results chain. It is
based on a theory of change, including underlying
assumptions.

28. Results Chain in RBM
Planned Results
• Staff time
• Handouts
• Coffee
break
Activities
Activities
• Develop a
training module
• Deliver the
training
• Administer the
certification
exam
Outputs
Outputs
Outcomes
Outcomes
Impact
Impact
Judges have
increased
knowledge
in basic
human
rights
instruments
Judicial
process
improved
More people
have access
to justice
and are able
to exercise
their rights
If............, then…….
• Setting clear results to be achieved
• Cause-effect relationship throughout the results chain
UNDP Asia-Pacific Regional Centre, Management Support Unit
AFTER
BEFORE
Inputs
Inputs

29. Result Matrix with outcome and output levels
National development priorities or goals
Indicators, baseline, targets
Outcome 1
Output 1.1
Output 1.2
Outcome 2
Output 2.1
Output 2.2
MoV
Risks and
Assumptions
Responsible
persons
Indicative
resources

30. Result Matrix
What is an indicator?
A tool / variable to measure evidence of
progress towards a result or that a result
has been achieved

31. Indicators
 Indicators describe how the intended results
will be measured - accountability
 Objectively verifiable, repeatable measures
of a particular condition
 Must be accompanied by baselines and
targets

32. Assumption: A Definition
 A necessary condition for the achievement of
results at different levels.
 Part of the cause-effect logic
 Stated as though it is actually the case
 Less probable at the higher level of the hierarchy
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33. Risk: A Definition

A potential event or occurrence beyond the control of the
programme/project that could adversely affect the
achievement of the desired results

A threat to success not just the negative of an assumption;
a trigger for reconsideration of strategic direction

Risk assessments should consider a wide range of
potential risks, including strategic, environmental, financial,
operational, organizational, political and regulatory risks

Risk mitigation strategies: prevention; reduction;
transference; contingency plan; acceptance
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34. Assumptions and Risks
Increased
standards of living
among fishing
communities
then
Family & company
incomes increase
from previous year
if
Rate of fishing
is sustainable
Inflation reduces
value of income
and if
then
There is good
distribution system
and if
if
Unable to comply
with international
food regulations
65 tons of fish caught each day
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35. Part III. RBM in Managing
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36. Part III. RBM in Managing
 Managing effectively for results requires flexibility to
change your strategies and activities to better achieve
the results better
 using a team-based approach to ensure that all
stakeholders agree with any proposed changes or
actions
 Results matrices can be updated once a year with
agreement of all stakeholders
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37. Part III. RBM in Managing
Key Challenges to RBM
Strategies to Overcome Them
Defining realistic results
Results should be commensurate with
your resources and reach
Ensuring a cause and effect
relationship and coherence
between output, outcome and
the goal
Be realistic with the definition of results
so that outputs and outcomes can be
realistically achieved.
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38. Part IV. RBM in Monitoring
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39. Part IV. RBM in Monitoring

A single, coherent Results Framework and a operational M&E Plan, embedded
within a National System for M&E are ideal for promoting coherence and
national ownership

Key Monitoring Tools
 The Results Matrix (discussed in previous section)
 The M&E plan


Provides opportunity to:
- Track progress in the achievement of results;
- Know whether the original strategies are still appropriate
- Make necessary adjustments to resources, both human and/or
financial
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40. M & E Plan in M&E Components
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41. Part V. RBM in Evaluation
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42. Part V. RBM in Evaluation
 External and Independent – free of conflict of interest
 Impartial – removing bias
 3 key functions:
• Utilization – as an input to provide decision-makers with knowledge
and evidence about performance and good practices;
• Accountability – to donors, stakeholders and general public
• Contribution – to institutional policymaking, development
effectiveness and organizational effectiveness
 A key tool used in planning an evaluation is
• to review results achieved to data,
• five other variables: relevance, efficiency effectiveness, impact and
sustainability
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43. Part VI. RBM in Reporting
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44. Part VI. RBM in Reporting
 results-based reporting shifts attention away from activities
to results at output and outcome levels
 results matrix (important aid) articulates the results at the
output and outcome level and the indicators, baselines and
targets - along with the review of indicators, assumptions and
risks
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45. Part VI. RBM in Reporting (contd.)
In writing the results story, you will need to consider:
1.achieved & indicators of success
2.actual results compare to expected results
3.illuminating findings with quotes, testimonials, photos,
etc.
4.reasons for over or under achievement
5.involvement of others (partners, stakeholders,
beneficiaries) and degree of attribution, if possible..
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46. Part VI. RBM in Reporting (contd.)
An effective report can also be one that highlights areas of inefficiency and poor results, etc.
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47. Part VI. RBM in Reporting (contd.)
Quality criteria for results reporting, when reviewed and rated,
include:
1.completeness;
2.balance (good and bad);
3.consistency(between sections);
4.substantiveness and reliability;
5.clarity. (include ‘source’)
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48. The Secretary-General wants everyone
to support a united UN system.
“The true measure of
success for the United
Nations is not how much
we promise but how
much we deliver for
those who need us
most”.

49. Thank You
UNDP
October 2010
Gov
IPs
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