1. Session 0. Introduction: Why and key concepts Benedetta Magri, Bangkok, 2-5 September 2013

2. INTRODUCTION TO RBM Some acronyms RBM: Results-Based Management PPCM: Programme and project cycle management HRBA: Human Rights Based Approach M&E: Monitoring and Evaluation TEN: That’s Enough Now!

3. WHY RBM? In all UN-funded programmes it is a statutory obligation… …. to make good use of public funds and donors’ contributions …. to self-assess whether we are achieving results and if not, why

4. WHY RBM? - If you do not measure where you are how do you know whether you are getting there? - Often organizations operating with public funds… focus on their internal needs and favor their own concerns … at the expense of the results that should be provided to external parties

5. WHAT IS RBM? … a management strategy by which all actors in a project ensure that their processes, products and services contribute to the achievement of desired results … planning, doing and reflecting, keeping in mind the results we want to achieve …. asking “what difference do our interventions make?” and using this information to improve performance

6. WHAT IS RBM? Focus is on Achieving results Measuring performance Learning from measuring Adapting Reporting performance A key component of RBM is performance monitoring which is to objectively measure how well results are being achieved, and report on measures taken to improve them.

7. WHAT IS A PROJECT? ….. a set of actions aiming at achieving benefits for an explicit target group, in a defined space and time and with determined resources Project Today End of the project Problem affecting a certain group Problem affecting a certain group The problem resolved or mitigated

8. PROGRAMMES Programme several projects/components contributing to a broader strategic outcome Gender Equality Project 1Project 3

9. CHARACTERISTICS OF A PROJECT or A PROGRAMME Temporary Unique context, products, services and delivery Progressive elaboration, series of interrelated and coordinated activities Constraints: Scope, Time, Money and Quality

10. PROJECT/PROGRAMME COMPLEXITIES Project = change = resistance Complexity: Stakeholders from different fields, representing different interests, with different cultural behaviors, social and economic power, capacities…. etc. Complex contexts, always evolving

11. RBM… in practice? 1. To explicitly define the goal of the programme (what it is for?) and the results (=changes for the target group) that you want to pursue 2. To collect data on the implementation and achievements (=performance) of the programme, from year 1 and until the end. 3. To take strategic decisions based on the information collected and what it tells about the results obtained.

12. PERFORMANCE CRITERIA Relevance Matches with the context, fits under the mandate of your organisation and the goals of FGE Effectiveness Realising the objectives, the good project Efficiency Making good use of resources (time, cost and quality) Sustainability Make the project outputs durable Impact The positive and negative changes produced by a development intervention (Outcomes and Goals) DAC/COMMITTEE UN DEVELOPMENT GROUP (UNDG)

13. RBM = LIFE-CYCLE APPROACH Setting the vision Defining the Results and RBM framework Planning for M&E Implementing and Monitoring Managing and using evaluation

14. RBM = LIFE-CYCLE APPROACH Setting the vision Defining the RBM framework Planning for M&E Implementing and Monitoring Managing and using evaluation Evaluation Planning Monitoring

15. RBM: GOLDEN RULES The importance of each phase is recognized The interdependence of the phases on each other is appreciated Procedures in each phase are stated, responsibility is assigned and the required documentation produced Sufficient time is set for the first stage before implementation.

16. HUMAN RIGHTS BASED APPROACH In the United Nations All programmes should further the realisation of human rights as laid down in the Universal Declaration of Human Rights and other international human rights instruments, like CEDAW. Human rights guide all programming in all sectors and in all phases of the programming process. Programming contributes to the development of the capacities of ‘duty-bearers’ to meet their obligations and/or of ‘rights-holders’ to claim their rights (empowerment).

17. Shared goals Human Rights (CEDAW) Global development agenda : MDGs National development strategies/ PRSPs National GEWE policies Gender- specific MainstreamingSector policiesService delivery UN and donor policies and programmes Sector programmes FGE Projects

18. REFERENCES CIDA: RBM a How-to-guide : http://www.acdi-cida.gc.ca/acdi-cida/ACDI-CIDA.nsf/eng/NAT-92213444-N2H Project Management Body of Knowledge (PMBOK) www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf Project Cycle Management Guidelines, European Commission http://ec.europa.eu/europeaid/multimedia/publications/publications/manuals-tools/t101_en.htm OECD DAC Committee http://www.oecd.org/dac/ HRBA Portal www.hrbaportal.orgwww.hrbaportal.org UNDP Handbook on Planning, Monitoring and Evaluating for Development Results, available on line at http://web.undp.org/evaluation/handbook/foreword.htmlhttp://web.undp.org/evaluation/handbook/foreword.html UN Women Guidance Note: RBM Key Concepts and Definitions