strengthening results management in support of poverty reduction
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Strengthening Results Management in Support of Poverty Reduction. Project Team ADB TA 4860 MEDT, Dushanbe 13 June 2007. What is Results-Based Management?. “A management strategy focusing on performance and achievement of outputs, outcomes and impacts.”. - PowerPoint PPT PresentationTRANSCRIPT
Strengthening Results Management in Support
of Poverty Reduction
Project TeamADB TA 4860MEDT, Dushanbe 13 June 2007
What is Results-Based Management?
• “A management strategy focusing on performance and achievement of outputs, outcomes and impacts.”
Strategic goal Impact
OutcomeNeed
InputsPrograms Projects Activities
Outputs
Strategic goal Impact
OutcomeNeed
InputsPrograms Projects Activities
OutputsInputsPrograms Projects Activities
Outputs
Why Result Monitoring is Important?
• RMS is new concept in Central Asia including Tajikistan
• A Powerful Public Management Tool• Collecting and analyzing performance
information to track progress toward planning result
• Achieving result is known until it is measured
• Keeping informed policy makers of the success or failure of programme for timely intervention
• Assessing and learning for result monitoring is a highly proactive, forward looking process
The Power of Measuring Results
• If you do not measure results, you cannot tell success from failure.
• If you cannot see success, you cannot reward it.
• If you cannot reward success, you are probably rewarding failure.
• If you cannot see success, you cannot learn from it.
• If you cannot recognize failure, you cannot correct it.
• If you can demonstrate results, you can win public support
Source: Adapted from Osborne & Gaebler 1992
Results Monitoring
• Usually covers all levels: national, sectoral and oblast.
• At each level the system includes outputs, outcomes and impacts.
• Clear linkage needed between the targets agreed, intermediate (input and output) indicators and final (outcomes and impact) indicators.
RMS Key Processes• Identifying objectives and developing
strategies.• Determining expected results and
selecting performance indicators• Developing performance monitoring
systems • Analyzing and reporting on results
achieved vis-à-vis expected results• Integrating evaluations to provide
complementary performance information
• Using performance information for internal management accountability, learning, and decision-making
Communication
Database/MIS
Projects/Programmes
Policy Analysis/
ImpactAssess
Public
ExpenditureTracking/
MTEF
Poverty Monitoring
PRSMonitoring
Key Principles in Monitoring System
• Country owned and led.• Enhanced accountability• Medium term perspective is
important.• Clear objective with reduced
fragmentation of monitoring.• Focus on indicators that have
been agreed.
Output of Our TA
• Assessment of Result Management Capacity
• Design of a PRS results and monitoring framework
• Application and Testing of the System
• Refinement based on Assessment
Progress of TA To date• Work Plan has been agreed by tripartite• Rapid Institutional Assessment and
SWOT analysis for MEDT• RBM Glossary• Basic Training for the Department
started• Consulted stakeholders and from July
onwards participants from them will be included in the training
• Selecting of the prioritized indicators in consultation with partners is in process
Refine &Refine &SustainSustain
ImplementImplement
BaselineBaselineDataData
Set targetsSet targets
AgreeAgreeWhat toWhat tomonitormonitor
ReadinessReadiness
Select CoreSelect Coreindicatorsindicators
UseUseFindingsFindings
DesignDesignSystemSystem
Adapted from Kusek & Rist, World Bank 2004.
Institutional AssessmentOverall Process
Assess ReadinessMap stakeholders & existing
monitoring systems.SWOT analysis.
Assess ReadinessMap stakeholders & existing
monitoring systems.SWOT analysis.
Assess current capabilitiesAnalyse poverty monitoring
capabilities.Review reporting processes &
feedback into government plans and policies.
Assess current capabilitiesAnalyse poverty monitoring
capabilities.Review reporting processes &
feedback into government plans and policies.
Develop common approachDevelop consensus with government
and others on best approach for poverty monitoring system.
Develop common approachDevelop consensus with government
and others on best approach for poverty monitoring system.
Government Monitoring NeedsGovernment Monitoring Needs
MEDT Monitoring Department: •Role
•Goals•Strategies •Outputs
MEDT Monitoring Department: •Role
•Goals•Strategies •Outputs
Department & Division activitiesDepartment & Division activities
Organisation StructureOrganisation Structure
Number of personnel required Number of personnel required
Existing competenciesExisting competencies
Competencies requiredCompetencies required
Competency gapCompetency gap
TrainingTrainingRecruitmentRecruitment
MEDT Monitoring Department Institutional Assessment
PRSPPRSP
Existing personnel numbersExisting personnel numbers
Staffing gapStaffing gap
OptionsOptions
NDSNDS
Other agencies:•Ministry of Finance
•Goskomstat/Goskominvest
•Sector ministries•Donors
Other agencies:•Ministry of Finance
•Goskomstat/Goskominvest
•Sector ministries•Donors
Other professional development activities
Other professional development activities
Other MEDT Departments:•Forecasting
•PIP•Macroeconomic
Other MEDT Departments:•Forecasting
•PIP•Macroeconomic
Key Challenges• Aligning outputs with strategic
outcomes• Effective Coordination between key
stakeholders• Competing demands for donor
assistance.• Affordability & practicality of
measuring PRSP indicators.• Analytical capacity• Data quality, frequency, reliability.• Drawing lessons and applying learning
Monitoring is not Techniques but Politics
• Ownership by the country• By commitment in the
national budget• Political Commitment
Stakeholders
PRSM&E system
Stakeholders
Policy Makers
CoordinationGroup
(chain link)
Pro-Poverty Growth
• It is a moral obligation• It is not just a well-being but a
well-being of lowest strata of poor population
• PRS Monitoring not as additional burden for line ministries but as main policy agenda
• PRS has become national development path
What do we need from You
• Support for a coordinating body with the Monitoring Department of MEDT as Technical Secretariat
• Direct your staff to regard this work as highly important as it is a critical policy agenda as agreed at a national level
• Encourage your relevant staff to attend our training programme