CIDA RBM GUIDE PDF

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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The Guide provides a useful new format for results reporting. As the GAC guide notes:. Some elements cifa of use only in project design, but most can be tbm in implementation. It is impractical, the donors would argue, to have even a 5 level Logic Model — and this would indeed require extra work on indicators.

Suggested Results Reporting Format – emphasizing progress against indicators and targets. These and other additional tips can be found in section 3 — Step by Step Instructions on results-based project planning and design p.

In some cases, such as the template for the Performance Measure Framework, the links is to a document produced when the agency was still known as CIDA. Audio summary 8m of FP2P posts, week beginning 17th December 1 week ago. More importantly, evaluations should be able to indicate whether desired results, especially outcomes and impacts were achieved, and if gbm why not?

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

The GAC logic model has three results levels – for short-term, medium term and very long term changes. It is a process designed to depict how a complex change initiative will unfold over time.

A results-oriented leadership ensures selection of clear objectives and strategies for the programme, demands information and documentation of results and uses performance information for decision-making.

Examples of how to phrase Outcomes in specific terms syntax. Research and the experience of organizations and countries that have mature RBM systems have demonstrated that an incentive system is important for consistent use of RBM and the embedment of a results culture. Incentive structures are important for motivating management and staff to change a traditionally compliance-oriented culture.

Results-based Management in CIDA – Monitoring and Evaluation NEWS

The positive side of these templates is that they standardize what is produced, and make it difficult to inadvertently omit or change the wording of results, as we move from ckda Logic Model to the development of activities and indicators. Subscribe in a reader. All of this means that a second round of discussions must be undertaken, to discard those indicators for which baseline data are unavailable, or just too difficult to collect and agree on new indicators.

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Numbers of the Year Part 1 2 days ago. It is unlikely that any donor will agree to a 4 or 5-level Logic Model, but it would be useful, as this Guide will be revised, to include a section illustrating the process of nesting Logic Models.

Numbers of the Year Part 1 2 days ago. This could be handled subsequent to a workshop in additional text, but it is best to get these things on record quickly, while the discussion is taking place. I have worked with partners in the field during project design where during the theory of change analysis, up to 8 different levels were identified, with assumptions, interventions and purported cause and effect links between these levels, before ever getting to the ultimate long-term result.

The RBM approach demands that management continually reflects on the extent to which that implementation of activities and outputs will lead to the achievement of desired outcomes. 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.

Committing to results management requires that staff and management be held accountable for appropriate levels of results. In fact, it could be called a results cloud. Most accounting systems do not show the alignment of resources to objectives.

Risks are closely related to results and should therefore be analysed against the results framework of a programme. The GAC RBM framework has several criteria for developing precise result – Outcome statements, reflecting the fact that these are supposed to represent changes of some kind for specific people, in a specific location.

As donor assistance shrinks and internal financial allocations are shared among competing priorities, managers are challenged to prove that their programmes and projects produce the results that they promise to achieve. These deal, among many other things, with. Posted by Greg Armstrong at The results – three forms of Outcomes, are organized in a Logic Model.

And it is easy to see, with the discussions on problem identification, theory of change, risk, and other topics, how this guide will be useful to people designing projects for any agency, regardless of the funding source.

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

Planning lays the basis for implementation, monitoring, reporting and evaluation processes, and directs all steps in their proper sequence. The RBM Training website explains his approach to training. Criteria for assessing the likelihood and effect of risks. That kind of analysis, as well as questions of cause and effect, is normally dealt with through reviews and evaluations.

This implies training and provision of necessary tools, as well as participation in setting realistic goals and targets, assessing risks and reporting on performance. Are activities producing the desired outputs? Gujde is giide achieving development or sustainable rather than short-term results that have an impact on huide lives of people. Subscribe to RSS headline updates from: Governance Assessments and Governance indicators RBM is a system, and like all systems its components must work harmoniously and cohesively for it to be effective.

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This new Global Affairs Canada Results-Based Management guide is an absolutely necessary tool and reference for anyone working on Canadian aid projects — and it is a practical, very useful resource for anyone who wants clarity on the process of results-based project design. A typical inception field trip for an inception period might last weeks, rarely longer, and during this period a theory yuide change process has to be initiated with all of the major stakeholders, an existing logic model tested and perhaps revised, ckda detailed work breakdown structure, and risk framework developed, institutional cooperation agreements negotiated, and detailed discussions on a Performance Measurement Framework with a multitude of potential stakeholders completed.

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. UN-Habitat distinguishes between the ToC as a way of thinking overall approach ; a process a ToC analysis or enquiry ; and a product the result of a ToC process. rm

Results-based Management in CIDA

Bilateral Results Frameworks 2: In UN-Habitat, a number of reasons and expected benefits justify the use of theory of change as a tool to guide planning, implementation and performance management; among them:. Posted by Greg Armstrong at Some partners have decided to maintain their own more detailed, multi-level logic models, and present a simplified version to the donors, because the gudie purpose of these tools is not primarily for reporting to donors — but to help managers determine what interventions are working, and what gyide are needed.

Figure 4 emphasizes the guive of reflecting on and factoring lessons learned before and during the planning phases. While some of the background information describing the relationship of this guide to other Canadian government policies will be of little use or interest to anyone outside of the Canadian government, there is a lot of material here which could help implementing agencies and partners working on Canadian — funded projects, to work more effectively.