Presentation on theme: "Ray C. Rist The World Bank Washington, D.C."— Presentation transcript:
1Ray C. Rist The World Bank Washington, D.C. Results Management and Results Measurement—Both Needed to Achieve Development OutcomesRay C. RistThe World BankWashington, D.C.
2Successful Development Requires An Effective and Efficient Public Sector But of course, easier said than done: Consider just these six dimensions and their challenges- Strengthening/Reforming Existing Administrative Systems- Building in Accountability- Providing Transparency- Delivering Fundamental Public Goods- Ensuring the Rule of Law- Allocating Resources Effectively
3Results-Based Management Is A Powerful Tool To Support The Transformation of the Public Sector Shifts from an input-activity-output focus to a focus on the outcomes of public sector actions and initiativesResponds to elected officials and the publics demands for accountabilityStresses knowledge and learning through continuous improvements
4Emphasizes effective resource allocations Provides information to help answer the “so what” question of intended government actionsAlso helps developing countries assess if they are using their scarce resources most appropriatelyBut recognize this is a political process with technical dimensions – not vice versa
5The Power of Measuring Results If you do not measure results, you can not tell success from failureIf you can not see success, you can not reward itIf you can not reward success, you are probably rewarding failureIf you can not see success, you can not learn from itIf you can not recognize failure, you can not correct itIf you can demonstrate results, you can win public support
6But What’s Different About This Type of Management? Traditional management focuses on implementationThis involves tracking inputs ($$, resources, strategies), activities (what actually took place) and outputs (the products or services produced)This approach focuses on monitoring how well a project, program or policy is being implementedOften used to assess compliance with workplans and budget
8Ten Steps to Designing, Building and Sustaining a Results-Based Monitoring and Evaluation System Planning for Improvement — Selecting Results TargetsSelecting Key Indicators to Monitor OutcomesConducting a Readiness AssessmentThe Role of EvaluationsUsing Your Findings12345678910Agreeing on Outcomes to Monitor and EvaluateBaseline Data on Indicators—Where Are We Today?Monitoring for ResultsReporting Your FindingsSustaining the M&E System Within Your Organization
9Reasons to Do Results-Based M&E Provides crucial information about public sector performanceProvides a view over time on the status of a project, program, or policyPromotes credibility and public confidence by reporting on the results of programsHelps formulate and justify budget requestsIdentifies potentially promising programs or practices
10Reasons to Do Results-Based M&E (cont.) Focuses attention on achieving outcomes important to the organization and its stakeholdersProvides timely, frequent information to staffHelps establish key goals and objectivesPermits managers to identify and take action to correct weaknessesSupports a development agenda that is shifting towards greater accountability for aid lending
11Moving to Results Based Management is a Global Trend Governments are improve the efficiency and effectiveness of service delivery by increasing their accountability to their citizens (citizens as clients)Governments are setting outcomes for public sector programs with explicit theories of changeGovernments are now monitoring performance against these outcomes
12Moving to Results Based Management is a Global Trend (cont’d) Governments are now evaluating why outcomes are being achieved or notManagers are judged by their programs’ performance, not their control of inputsGovernments are establishing links between policy formulation, budget, and financial management
13International Experience Evidence suggests ten key elements are essential to making a transformation:A clear mandate to do soPresence of strong leadership at senior levels of governmentBuilding a system that produces reliable informationEvident rationale and incentives for change5. Links to budget/resource allocation processes
14Key elements (continued) 6. Involvement of civil society7. Pockets of innovation and use of pilots8. Keep the system relatively simple and user friendly9. Explicit theories of change—clarity on assumptions of attribution10. Monitor both implementation progress and results achievement.
15Developing Countries Have Important Challenges In Building and Using Results-Based Management Difficulties in defining goals and strategies that link national, regional and local governments by sectorIncreasing weaknesses apparent in government administrations further from the centerWeak or no links between performance and a public expenditure framework
16Challenges (continued) Weak or no incentives for Government managers to change from wanting to control inputs (whoever has the most toys wins!)Government systems lack sufficient administrative and organizational structures to use M&E information for planning, management, and resource allocation decisionsLack of capacity to design, create, and maintain credible information systems
17Fundamental questions (continued) What management framework exists in government to oversee introduction of M&E system?What has to happen for M&E information to be linked to budget/resource allocation decisions?Is M&E information being collected (inside or outside of government) to assess government performance on any dimensions?What is existing capacity – both institutional and technical?
18Getting Started… Some Policy Considerations Single or multiple M&E systemsPiloting (Or not?)Scope of introduction - whole of government - sector specificWho is the champion and what is the level of political capital available to expendManaging expectations on what can be delivered