1. For more information go to www.plannet.ca
Managing for Results A Sampler of Plan:Net’s Perspective and Experience
July, 2010
For more information go to

2. Commitments to Results Accountability
Results Based Management (RBM) evolves as a means of regulating the flow of public funds under New Public Management.
By the mid 90’s, All OECD countries have adopted results based management approaches as a matter of policy.
Canadian Federal and Provincial Ministries, multilateral organizations and philanthropic organizations looking for evidence of results achieved.

3. What does this mean in practical terms?
When making a plan, or reporting on progress, we are challenged like never before to:
Describe the connection between the work we do and the difference we make

4. Example… If you are developing…
Applied Research on Eco Tourism…
You would focus attention on…
the number of men and women participants;
what they are exposed to through their interactions;
what they contribute of their own knowledge and experience;
experiments started, finished, documented and shared
and also…
What participants DO with the knowledge, confidence, contacts gained
eco-tourism business plans, financing and start ups
employment and revenue
protection of ecosystem
behaviour and attitude shifts within target market

5. Three RBM Tools Results Logic Model/Framework
Risk Analysis and Management Table
Monitoring and Evaluation Plan

6. Important Preparatory Steps
Before beginning a results based plan..
1. Looking Inward
- Mandate
Competencies
Experience
2. Looking Outward
Issues & Opportunities
3. Clarifying Priorities and Planning Perspective/Scale

7. Situation Assessment - Stakeholders
Influence
HIGH
High Interest/ Importance, High Influence
High Interest/ Importance, Low Influence
Interest or Importance
Consider ways to strengthen or protect interests
Build coalition of support
Low Interest/ Importance, High Influence
Low Interest/ Importance, Low Influence
Interpretation of Headings
Vertical Axis
-’Interest’ refers to the willingness of groups and individual to invest time and other resources into the project/activity.
-’Importance’ refers to the centrality of individuals/groups to the success of the project (it might be that groups/individuals are very important to the success of an project/activity, even if they don’t perceive that to be the case.
Horizontal Axis
-’Influence’ refers to the extent to which groups/individuals can sway the results of project work either positively or negatively by virtue of their status or economic power.
LOW
Spend more time on the other Stakeholders
Caution - be aware of risks or obstacles
HIGH
LOW

8. Understanding your Working Environment - Stacey Matrix
Far from Agreement
Anarchy
Political Aspects
Complicated
Complex
Close to Agreement
Simple
Complicated
Close to Certainty
Far from Certainty
Technical Aspects

9. Where is your project or organization on the Stacey Matrix?
Implications for planning and management?

10. The Results Logic Model

11. Splash and Ripple !
- a metaphor for RBM
Splash and Ripple!

12. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Intermediate Outcomes
Immediate Outcomes
Outputs
Activities
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

13. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Intermediate Outcomes
Immediate Outcomes
Outputs
Activities
Recruit entrepreneurs
Assess training needs
Deliver training & coaching
Launch learning circles, organize networking events
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

14. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Intermediate Outcomes
Immediate Outcomes
Outputs
Entrepreneurs get in touch/ apply for membership
Members identify critical business, personal and IT gaps
Participants complete training & participate in coaching sessions
Members participate in learning circles and network events
Activities
Recruit entrepreneurs
Assess training needs
Deliver training & coaching
Launch learning circles, organize networking events
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

15. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Intermediate Outcomes
Immediate Outcomes
Diverse, expanding pool of entrepreneur members
Member participants apply learned skills and use new contacts in the development of their own businesses
Outputs
Entrepreneurs get in touch/ apply for membership
Members identify critical business, personal and IT gaps
Participants complete training & participate in coaching sessions
Members participate in learning circles and network events
Activities
Recruit entrepreneurs
Assess training needs
Deliver training & coaching
Launch learning circles, organize networking events
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

16. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Intermediate Outcomes
Member businesses are webbed in mutually re-enforcing upstream/downstream relationships
Member participants manage viable, employment generating enterprises
Immediate Outcomes
Diverse, expanding pool of entrepreneur members
Member participants apply learned skills and use new business contacts and ideas in the development of their own enterprises
Outputs
Entrepreneurs get in touch/ apply for membership
Members identify critical business, personal and IT gaps
Participants complete training & participate in coaching sessions
Members participate in learning circles and network events
Activities
Recruit entrepreneurs
Assess training needs
Deliver training & coaching
Launch learning circles, organize networking events
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

17. Example: A Hypothetical Project to Support Entrepreneurs
Ultimate Outcomes
Micro and small enterprises gain prominence as an engine of development in ‘x’ region
Intermediate Outcomes
Member businesses are webbed in mutually re-enforcing upstream/downstream relationships
Member participants manage viable, employment generating enterprises
Immediate Outcomes
Diverse, expanding pool of entrepreneur members
Member participants apply learned skills and use new business contacts and ideas in the development of their own enterprises
Outputs
Entrepreneurs get in touch/ apply for membership
Members identify critical business, personal and IT gaps
Participants complete training & participate in coaching sessions
Members participate in learning circles and network events
Activities
Recruit entrepreneurs
Assess training needs
Deliver training & coaching
Launch learning circles, organize networking events
Inputs
Trainers, Materials, Equipment, Lease/Rent, Travel, Communications….

18. A Progression of Results - Typical Terms
Ultimate Outcomes
Conditions - Social Economic
Civic Cultural Environmental
Intermediate Outcomes
Performance Improved - Institutional behaviour changes
End-user benefits Larger scale policy and programming shifts
Social mobilization
Immediate Outcomes
Capacities Developed - Institutional exchanges/collaborations
Applied knowledge Functioning spaces/infrastructure
System improvements/adaptations New/Improved leadership
Aligned decision-making
Outputs
What we Produce - Networks Courses Trained participants Assessments Publications Infrastructure
Activities
What we Do - Research Build Train/Mentor Promote Procure Convene
Inputs
What we Need - Staff Equipment Supplies Office Space Services

19. Intermediate Outcomes
Logic Model Format
Ultimate Outcomes
Why
What we want
Intermediate Outcomes
Immediate
Outcomes
Outputs
How
Activities
Inputs

20. Mapping your logic should be a creative process

22. Risk Analysis and Management Table

23. Enablers and Constraints…
Are forces affecting any part of your programme or project, both positively and negatively.
Found inside your organization, community or country
Could be similar strengths and weaknesses
Examples of Enablers or Constraints (project/programme level)
Dominant attitudes or behaviours among stakeholders (positive or negative)
Related government policies or programmes (positive or negative)
International agreements or conventions (positive or negative)
Uncertain or cyclical weather conditions

24. Risk Mitigation Required
Risk Analysis Matrix
A Hypothetical Project to Support Entrepreneurs
Intermediate Outcome:
Member participants manage viable, employment-generating enterprises
1. What could hamper progress?
2. What is the likelihood of a problem?
3. What impact would the problem have on the intermediate outcome?
Effect
Significant (3)
Moderate (2)
Minor (1)
Low (1)
Medium (2)
High (3)
Likelihood
Monitor Risks
Acceptable Risks
Risk Mitigation Required

25. A Typical Risk Assessment and Management Table
Description of Risk
Likelihood of Occurrence
(low, medium, high)
Effect on Planned Results
(minor, moderate, significant)
Rank in Importance
(1 = highest)
Owner of the Risk
(who takes responsibility)
Risk Mitigation Strategy
(how to address the trend)
Risk Indicators
(what to look out for)
Ultimate Impact level
Intermediate Outcome level
Immediate Outcome level
Output level
Caution…this is a summary tool - use creative methods to generate the content for this table.

26. Monitoring and Evaluation Plan

27. What indicators tell us about the wind…
Who has seen the wind?
Neither you nor I.
But where the trees bow down their heads,
The wind is passing by.
-The Wind, Christina Rosetti,

28. Monitoring and Evaluation - The Distinction
A continuous (or regular) self-assessment of progress -collecting data and comparing current performance with planned activities and results.
Evaluation
Independent (often external), periodic, strategically focused assessment of a programme/project’s continuing relevance, management, governance, results, coverage, external relationships, sustainability, etc.

29. Indicators…
Evidence that the programme is producing expected results at the output and outcome levels.
They can be expressed quantitatively and qualitatively.
Information collected should help managers make wise decisions.
Evidence needed to show progress toward your short-term, medium term outcomes.
Imagine dials on airplane – provide important information to help a pilot navigate in relation to their destination and the conditions along the way. Without this, the pilot has little to guide them in unknown territory – like a pilot flying visual - Bush pilot named Gauchier who could fly visually – people thought he was a good person to be with if a plane went down but he went down more often than anyone.
Drafting – need just the right info – need to give accurate and reliable info to make management decisions – will get into more about indicators tommorrow.

30. Quantitative Indicators
Expressed as a percentage, ratio, proportion, comparison, or number that can be analyzed statistically
Examples?
Proportion of members (f,m) who say they have improved their business skills since joining the Entrepreneurship Programme
Number of new jobs created and lost by programme members in the past year
Composition of programme (f,m) membership, by area of business activity
Value of goods sold in the past year
Percentage of members showing:
Market expansion
Increased product range
Improved sales
….In the past year

31. Qualitative Indicators
Expressed as a change or comparison between at least two states of understanding or experience that can be analyzed for patterns
Relies on people’s judgment or perception
Examples?
Perceptions of men and women participants of the way in which the Entrepreneurship Programme is guiding members through the current global economic crisis
Trends in the level and type of coverage of Entrepreneurship Program by local business writers and reporters
Trends in the calibre of business plan submissions, with reference to: a) innovation, b) strength of case, c) clarity of presentation

32. Indicators, Baseline, and Target
Meaning
The information to be collected
What the indicator would tell you at the beginning
What you want the indicator to tell you at a specific point in the future
Example
Net # of jobs created before FY 2012
1200
2500

33. Indicator Selection Checklist
Validity - Does it measure the result?
Yes No
Is it cost-effective to collect the information?
Does it help understand how the program or project is affecting men and women, and/or specific sub-groups of people differently?
Does it provide useful information for management decisions?
Does it communicate well to stakeholders (public, policy makers, donors)?

34. A Typical Performance Measurement Framework
Indicator
Baseline
Target
Data Source
Method
Persons Responsible
Ultimate Impact level
Intermediate Outcome level
Immediate Outcome level
Output level
Caution…this is a summary tool - use creative methods to generate the content for this table.

35. Preparing Results Based Progress Reports -An introduction

36. From Activities to Results
In RBM, we are challenged to describe what has changed NOT what was done

37. When Reporting on Results…
Place the people affected, or the product generated by the activity in the centre of your statements, not the person doing the activity
If you think you are describing an activity, ask the “so what” question

38. When Reporting on Results…
Be guided by your results framework
Outputs
Immediate Outcomes
Intermediate Outcomes
Ultimate Outcomes
More specifically, look to your indicators

39. Reporting Against Planned Results
Indicators
Targets
Baseline
Actuals
Variance
Priorities for Next Period
Ultimate Impact level
Intermediate Outcome level
Immediate Outcome level
Output level

40. Planning, Monitoring and Evaluation, Reporting
Key functions of Project Cycle Management…

41. Monitoring / Evaluation
The basis for workplans and job descriptions
A management reference during team meetings
Start Up
Implementation
A guide for monitoring and reporting on progress & adjusting strategies
Donor Appraisal
Monitoring / Evaluation
Proposal Development
Project Initiation
An aid in designing an evaluation
The centrepiece of your proposal or plan
1. The basis for an introductory conversation with stakeholders
Phase Out
RBM tools - Logic Model, Evaluation Framework (PMF) and the Risk Management Plan are relevant to all parts of the programme cycle…