CIDA website [2]: Results-based Management
Results-based Management (RBM) is a comprehensive, life-cycle approach to management that integrates business strategy, people, processes, and measurements to improve decision-making and to drive change.
The approach focuses on getting the right design early in a process, implementing performance measurement, learning and changing, and reporting on performance.
ADB website [6]: Results Based Management Explained
Results Based Management (RBM) can mean different things to different people. A simple explanation is that RBM is the way an organization is motivated and applies processes and resources to achieve targeted results.
Results refer to outcomes that convey benefits to the community (e.g. Education for All (EFA), targets set in both Mongolia and Cambodia). Results also encompass the service outputs that make those outcomes possible (such as trained students and trained teachers). The term ‘results’ can also refer to internal outputs such as services provided by one part of the organization for use by another. The key issue is that results differ from ‘activities’ or ‘functions’. Many people when asked what they produce (services) describe what they do (activities).
RBM encompasses four dimensions, namely:
- specified results that are measurable, monitorable and relevant
- resources that are adequate for achieving the targeted results
- organizational arrangements that ensure authority and responsibilities are aligned with results and resources
- processes for planning, monitoring, communicating and resource release that enable the organization to convert resources into the desired results.
RBM may use some new words or apply specific meanings to some words in general usage. Check introduction to RBM presentation [7][PDF | 56 pages].
RBM references that provide more background
- A diagram showing relationship between goals and outcomes [8]
- United Nations Development Program RBM overview [9]
- Canadian International Development Agency RBM overview [2]
- RBM diagnostic tool for Cambodia [10] and Mongolia [11]
UNFPA website: Results-Based Management at UNFPA
There is a broad trend among public sector institutions towards Results-Based Management–RBM. Development agencies, bilateral such as Canada, the Netherlands, UK, and the US as well as multilateral such as UNDP, UNICEF and the World Bank, are adopting RBM with the aim to improve programme and management effectiveness and accountability and achieve results.
RBM is fundamental to the Fund’s approach and practice in fulfilling its mandate and effectively providing assistance to developing countries. At UNFPA, RBM means:
- Establishing clear organizational vision, mission and priorities, which are translated into a four-year framework of goals, outputs, indicators, strategies and resources (MYFF);
- Encouraging an organizational and management culture that promotes innovation, learning, accountability, and transparency;
- Delegating authority and empowering managers and holding them accountable for results;
- Focusing on achieving results, through strategic planning, regular monitoring of progress, evaluation of performance, and reporting on performance;
- Creating supportive mechanisms, policies and procedures, building and improving on what is in place, including the operationalization of the logframe;
- Sharing information and knowledge, learning lessons, and feeding these back into improving decision-making and performance;
- Optimizing human resources and building capacity among UNFPA staff and national partners to manage for results;
- Making the best use of scarce financial resources in an efficient manner to achieve results;
- Strengthening and diversifying partnerships at all levels towards achieving results;
- Responding to the realities of country situations and needs, within the organizational mandate.
OECD report [12]: RESULTS BASED MANAGEMENT IN THE DEVELOPMENT CO-OPERATION AGENCIES: A REVIEW OF EXPERIENCE BACKGROUND REPORT
In order to respond to the need for an overview of the rapid evolution of RBM, the DAC Working Party on Aid Evaluation initiated a study of performance management systems. The ensuing draft report was
presented to the February 2000 meeting of the WP-EV and the document was subsequently revised.
It was written by Ms. Annette Binnendijk, consultant to the DAC WP-EV.
This review constitutes the first phase of the project; a second phase involving key informant interviews in a number of agencies is due for completion by November 2001.
158 pages, 12 page conclusion
this list has a long way to go….!