1. Result Based Planning Rabi S Sainju Joint Secretary
Ministry of Commerce 1

2. HIV/AIDS Programme Monitoring and Evaluation at Local Level
7 February 2010
Presentation Outline
Background : Demand for Better Result
Concept and focus of RBP
Elements and Basic Tools of RBP
Result based Planning Process
Result Chain
Operationalization of RBP in Nepal
Conclusions 2
First National AIDS Policy, Strategy and Programme Review Workshop, 7-8 Feb 2010

3. Background: Demand for Better Results
GDP-centered economic growth led to steady increase in income inequality
Realization to introduce participation, transparency and accountability into government work.
Increasing demand for the delivery of sustainable and more equitable development.
Positive changes of NPM movement on some countries in 1980s through greater accountability in the public sector
Greater realization for optimum use of limited resources for achieving greater value for money and international goals
Realization among the donors for development effectiveness 3

4. RB Approach in Public Sector Mgmt
Began in UK, New Zealand, Australia in the 1980s
Expanded to USA in early1990s
Encouraged by OECD among developed countries during the 1990s
Pushed by USA (Bush Adm.) as a policy for devt aid starting early 2001
Being increasingly adopted by developing countries and agencies in various forms 4

5. Timeline Early ’70s Projects (Logframe; Cost-Benefit Analysis)
Mid ’80s
Sectoral Programs (Results Frameworks; Performance Monitoring Plans)
Mid ’90s
Country-Wide and Agency-Level RBM Systems (Medium-term Plans; Annual Reports)
Multi-County Frameworks (Global Goals; Common Indicators; Development Effectiveness Reports)
Early ’00s 5

6. What is result based planning ?
Result-based planning uses public’s needs and desired results as the foundation for planning
Result based planning focuses on the key questions:
“How has the planning made a difference?”
“How are the lives of the general public better as a result of planning?” 6

7. Result Based Planning Why and How ?
Results-based planning focuses more on the results in terms of outcome and impact of the plan.
It tries to ensures whether the outcome and impact of the plan is as per the set medium term goals and long term vision.
It gives importance to strategy as to how it could be realized by looking at different options it have and develop policies and programs to realize the goals and targets.
It is thus more a strategic planning as against the normal medium term planning that started from the Communist Regime in Russia focusing more the material balance. 7

8. Result Based Planning Why and How ? (Contd..)
It focus on a medium term goal derived from a clear vision of the future,
It propose a combination of objectives that have been prioritized by rigorous analysis of the political, social and economic environment.
The long-term vision however should be based on a well documented assessment of the country’s socioeconomic status and include goals to be achieved in each of the strategic areas.
It also need to respond to the question “How do we want to get there?” 8

9. RBP: Why do we care?
Changes focus from HOW to get it done to WHY we do it
To drive the planning process from people’s need
Makes us accountable to our client and stakeholders
Help to demonstrate results:
1. Better implementation
2. Better communication
3. Stronger capacity development
4. More realistic project schedules
5. Useful evaluation results
6. Reducing opportunities and pressures for corruption 9

10. Elements of a Result Based Planning
Understand where we are ? – Analysis of the socio-economic status , poverty and inequality and the strength and weaknesses of the economy and the country’s development effort. Finding gaps and strength.
Clear vision as to what we want to achieve or where we want to reach over a medium to long term? – Setting up of long term vision and objectives and targets for the medium term.
Clear understanding of the path as to how we achieve vision and objectives ? - Choosing options for better strategy to attain the objective/goals and designing policies and programs to ensure its outcome/output and impact relating to medium term objectives and long term vision.
Clear understanding of the resources - both human and capital and institutional setup to achieve set targets? Analysis of resource potential and availability, both domestic and foreign, in financing policies and programs and assessing institutional set ups to carry out plan implementation.
Ensure whether we have accomplished the set targets . Designing monitoring and evaluation system to check implementation process , output and the quality of work done as envisaged. 10

11. Basic Tools Used in Result Based Planning
Planning consistency is given top most priority in RBP. Most often a macro planning model is used for checking the consistency and analysis.
Expenditure framework that make consistency in resource potential and availability in the likely future situation is also used for the purpose.
Result Framework is widely used to check the consistency in the outcome/impact, output and inputs.
Result based monitoring framework is used for monitoring and evaluation of the plan and provide feed back. 11

12. Results-based planning process
Plan for results
Results defined
Indicators, targets
Budget for results
Budget aligned with activities
Budget
Evaluate results
How & who
Dissemination, feedback
Evaluate
Goals
Public sector management can be looked at in different dimensions.
National/Subnational/sector level/
Monitor results
Linked to planning
How & who
Data, reporting
Monitor
Implement for results
Implement 12 12

13. Moving from Strategic Planning to RBM
1. Identifying clear and measurable objectives
2. Selecting indicators
3. Setting explicit targets
Performance Measurement
4. Developing performance monitoring systems
5. Reviewing, analyzing and reporting actual results vis-à-vis targets
Results-Based (Performance) Management
6. Using evaluation findings to provide complementary information and explanation
7. Using performance information for accountability, learning, resource allocation decisions, and reporting to stakeholders and partners 13

14. Operational vs. Developmental results
Inputs
Activities
Output
Outcome
Impact
Operational results
Developmental results
The adm./mgmt. product of agency, its programmes or projects
An actual change in the state of human devt. that is the logical consequence of investment in devt 14

15. Logic models and Results chain
Results chain identify the means-ends relations in the analysis of objectives
Steps in results chain;
Start from outcome
Identify the impact the outcome contributes to
Define outputs
Plan for the activities needed to achieve those outputs
Work on the inputs needed to implement those activities
For establishing means-ends relationship use logic models within the RBM shift or use results chain 15

16. Reduced infectious diseases
Result Chain
Reduced infectious diseases
National Strategic
Outcomes
Proper Garbage
Disposal
Access to
Drinking Water
Personal
Cleanliness
Intermediate
Outcomes
WS Sector
New WS Sys.
Municipality
Waste Mgmt Sys.
Health Sector
Health Edu Program
Outputs
Inputs
Resources 16

17. Shallow Tubewell Irrigation in Nepal
Increased and stable agricultural and total income;
increased assets and wealth;
effective water governance;
better health and sanitation; lower child mortality;
increased school attendance;
increase per capita consumption; and
cooperation
Groundwater irrigation through shallow tubewells, credit, and training
Crop production, and WUG sustainability
Poverty reduction, improved income distribution, and better quality of life

18. Example Impact: Human Change Outcome: Outputs:
Positive and negative, primary and secondary
long-term effects produced by a
development intervention, directly or indirectly,
intended or unintended.
Standard of living of the farmers increased in selected districts
2000 farmers have been trained to improve cropping pattern in selected districts
Agriculture Productivity increased in selected districts
Impact:
Human Change
Outcome:
The likely or achieved short-term and
medium-term effects of an intervention’s
outputs.
Institutional & Behavioural Change
Outputs:
The products and services which result from the completion of activities within a development intervention.
Products & Services
Skills & Abilities 18

19. What does RBP bring to PSM?
Focus on performance
‘Performance’ defined as output/outcome/impact not completion of activities or budget disbursement
Emphasis on efficiency (allocative, operational) and effectiveness
Efficiency: how the budget is used to deliver outputs ?
Effectiveness: are the outputs resulting in outcomes for the people?
Emphasis on Accountability for results 19

20. Benefits/advantages of RBM
Better priority setting and improved resource allocation and usage
Integrates interventions at different levels: program, organization, sector, country
Improved customer orientation
More consultation and participatory interaction
Acceptance of accountability for performance
Provides a common framework to discuss performance 20

21. Economic Growth Situation in Nepal
HIV/AIDS Programme Monitoring and Evaluation at Local Level
7 February 2010
Economic Growth Situation in Nepal
Plan Period
ICOR
Economic Growth at base price (%)
Poverty line (%)
Gini Coefficient
Remark
Third Plan ( )
2.2
Fourth Plan ( )
1.8
Fifth Plan( )
2.3
34 (NPC)
Sixth Plan ( )
4.4
Seventh Plan ( )
4.57 49 ;
7.03; 4.66
Eighth Plan ( )
4.3
4.84
41.76 (NLSS I)
0.34
Ninth Plan ( )
4.1
3.70 38
Tenth Plan ( )
3.58
30.85 (NLSS II)
0.41
TYIP ( )
4.8
4.65
(NLSS III)
0.33
TYP ( )
5.0
3.97
23.88
CBS
Thirteen Plan ( )
2.92 21
First National AIDS Policy, Strategy and Programme Review Workshop, 7-8 Feb 2010

22. RB Practices in Nepal Level Planning Budgeting Monitoring National
MTP/ TYP
Log frame,
Result matrixes
MTEF
PMAS
RB monitoring
NDAC
Sectoral
SWAp
Business plan as a sectoral strategy
MTEF sectoral papers
RBB
Performance indicators
MDAC
Project
Log frames mandatory
Performance based budget
Performance M&E
Local
DPPs
Log frame based
D-MTEF
Formula based grants
MCPM
DPMAS
Social audits 22

23. Conclusion It contributes on:
Result-based Planning System is necessary for :
Effectiveness
Efficiency
Accountability
Transparency
It contributes on:
enlarging the size of the economy,
leveling the playing field for investment
Ensure contribution of all in growth process
sustain the present level of achievements
benefit to all sections of society
improve economic growth. 23

24. Take home message Frameworks/tools help in design but are not panacea
Form commitment of leadership needed to proceed results-based reforms
Adopt sequential approaches linking broad-based and pilots
Institutionalization and mainstreaming is necessary
Capacities need to be enhanced
Linking incentive structure with results is vital for the success 24

25. Take home message 25

26. HIV/AIDS Programme Monitoring and Evaluation at Local Level
7 February 2010 26
First National AIDS Policy, Strategy and Programme Review Workshop, 7-8 Feb 2010