Managing for Results: World Bank Perspectives Public Service M&E Learning Network

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Managing for Results: Managing for Results: World Bank Perspectives World Bank Perspectives

Public Service M&EPublic Service M&ELearning NetworkLearning Network

National Treasury, 14-15 May 2007National Treasury, 14-15 May 2007PretoriaPretoria

Andrew O. Asibey, Senior M&E Andrew O. Asibey, Senior M&E Specialist, World BankSpecialist, World Bank

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Achieving ResultsAchieving Results

Each year the World Bank provides Each year the World Bank provides substantial resources for development – substantial resources for development – approximately $20-25 billion a year in approximately $20-25 billion a year in grants and loansgrants and loans

The disbursement of huge resources The disbursement of huge resources requires that results are embedded in all requires that results are embedded in all bank operations and programsbank operations and programs

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What are Results?What are Results?

The Development Assistance Committee of the The Development Assistance Committee of the OECD defines results as the “output, outcome or OECD defines results as the “output, outcome or impact (intended or unintended, positive and/or impact (intended or unintended, positive and/or negative) of development interventions”negative) of development interventions”

Key instruments for managing for results are the Key instruments for managing for results are the Results ChainResults Chain and the and the Results Framework at Results Framework at program and project levelprogram and project level

Development of Country-wide M&E SystemsDevelopment of Country-wide M&E Systems

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Outcomes(Medium-

term) Outputs

Long-term, widespread improvement in society

Effects or behavior changes resulting from program/project outputs

Products and services to be used to simulate the achievement of results

Utilization of resources to generate products and services

Resources committed to program activities

ImplementationResults

Long-term Goal

(Impact)

Activities Inputs

PLANING FOR RESULTS

Implementation M&E

Results-based M&E

The Results Chain Model

Outcomes(Short-term)

TIME

Overview of Results-Based Management Concepts

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How do the beneficiaries

make use of the goods and services

provided?

Example: use of new technologies

How do the beneficiaries

make use of the goods and services

provided?

Example: use of new technologies

Example. Agriculture Results Chain

goods and services provided

through the intervention?

Example: Extension

services provided

goods and services provided

through the intervention?

Example: Extension

services provided

What are the benefits for

beneficiaries?Example: Increased

productivity

What are the benefits for

beneficiaries?Example: Increased

productivity

What are the long-term benefits for

beneficiaries?Example:

Decreased poverty among

farmers

What are the long-term benefits for

beneficiaries?Example:

Decreased poverty among

farmers


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Education

Teachers trained

Text Books provided

Increased student

completion rates

Increase literacy rates

Examples of Results Chains

Long-Term Goal (Impact)

Intermediate Outcomes

Outputs

Increased student/

text books ratio

Outcomes


Economic Growth

New business registration

system developed

Business administrative

barriers reduced

Increased private

investment

Increased GDP Growth

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1.1. Information is available for parents about the importance of Information is available for parents about the importance of breast feedingbreast feeding

2.2. Children in Local Community healthier Children in Local Community healthier

3.3. Fewer children are having diarrhea diseasesFewer children are having diarrhea diseases

4.4. Mothers Parents breast feeding rather than using formula Mothers Parents breast feeding rather than using formula

5.5. New funds available to implement a health project to reduce New funds available to implement a health project to reduce babies mortality ratesbabies mortality rates

6.6. Implement information campaigns on the importance of breast Implement information campaigns on the importance of breast feedingfeeding

Example. Identify the sequence of inputs, activities, outputs, outcomes, and impacts


Example of Results Chain (Health Sector)

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Responsive to information management and policy makingResponsive to information management and policy making of government institutions at the central and local level

M&EM&E capacity in placecapacity in place for collecting, analyzing, and reporting for collecting, analyzing, and reporting performance informationperformance information

Built aroundBuilt around reporting requirementsreporting requirements

ActiveActive involvement of customersinvolvement of customers and partners and partners (planning, conducting, reviewing, & interpreting (planning, conducting, reviewing, & interpreting performance information)performance information)

FullyFully integrated into integrated into the government’s existing management management systemssystems at the central and local level

What are the critical elements of an What are the critical elements of an effective M&E System?effective M&E System?


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Traditional Management

ApproachFocused mainly on

inputs and activities.

Results-Based Management Approach

Focus on the results obtained rather than just on the inputs used or the activities conducted.

Managing for results. Use the information to improve decision making and steer development interventions towards clearly defined goals.


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The Results FrameworkThe Results Framework

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Identifies the Program Development Objective (PDO) and Identifies the Program Development Objective (PDO) and Intermediate Outcomes which are critical to achieve itIntermediate Outcomes which are critical to achieve it

Program’sProgram’s strategy for achieving specific strategy for achieving specific objectiveobjective

Illustrates the development hypothesis and the cause & effect relationships and underlying Illustrates the development hypothesis and the cause & effect relationships and underlying assumptions, linking all levels of a program’s objectives assumptions, linking all levels of a program’s objectives

((IF a and bIF a and b happen happen THEN cTHEN c should happen) should happen)

Results FrameworkResults Framework

Module 3: The Results Framework

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Building consensus and ownershipBuilding consensus and ownership

An effective tool for:An effective tool for:

Strategic clarity and planning & managing for resultsStrategic clarity and planning & managing for results

Effective communicationEffective communication

Results FrameworkResults Framework


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Causal ChainCausal Chain

HypothesisHypothesis.. Results are caused by some Results are caused by some interventionsinterventions IF… THENIF… THEN


IFIF we build health centerswe build health centersTHENTHEN local population will use them to for health local population will use them to for health servicesservices

IFIF we train teachers on new pedagogic skillswe train teachers on new pedagogic skills THENTHEN teachers will use these skills to improve the teachers will use these skills to improve the quality of educationquality of education

IFIF we increase the salary of the staffwe increase the salary of the staffTHEN THEN staff will be motivated to work harderstaff will be motivated to work harder

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Design with clear logicDesign with clear logic

1. 1. Determine the key development hypothesis & its Determine the key development hypothesis & its contribution to higher order impactscontribution to higher order impacts

Reduction in the child mortality

THEN incidence of

preventable disease

will be reduced

IF we expand child

immunizations

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2. Develop a hierarchy of objectives showing the causal linkages2. Develop a hierarchy of objectives showing the causal linkages

Reduction in Infant Mortality

Expanded health care system

Improved nutrition

Provide Funds

Incidence of preventable

disease reduced

Increased immunizations

Increased family health practices (infrastructure)

Expand facilities

Public awareness

3.3. Determine what is possible in the operation (program or project)Determine what is possible in the operation (program or project)

Vaccines availability DESIGN. Project success depends

on the development of the right activities & assumptions

IMPLEMENTATION. Each part of the results chain has a role to play in achieving the PDO

Design with clear logic (cont.)Design with clear logic (cont.)

Enhance regulations


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Program OutcomesProgram Outcomes The outcomes The outcomes describe the effect that the program’s describe the effect that the program’s

outputs will have on the beneficiariesoutputs will have on the beneficiaries in terms of changed in terms of changed behavior or improved performance. It defines the behavior or improved performance. It defines the program’s success.program’s success.

The The outcomes are one step beyond the products of the activitiesoutcomes are one step beyond the products of the activities

1.1. Increased households access to potable Increased households access to potable waterwater

ExamplesExamples


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Program Outcomes, cont.Program Outcomes, cont. Keep the outcome statement clear, Keep the outcome statement clear, precise, and stated as precise, and stated as

realistic results—realistic results— not overly broad or too ambitious not overly broad or too ambitious


Outcome Statement.Outcome Statement. CaptureCapture single outcomesingle outcome by outcome by outcome statementstatement

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Avoid selection of too many indicatorsAvoid selection of too many indicators Less is Better! Less is Better!

Work with stakeholders and technical expertsWork with stakeholders and technical experts to determine whichto determine which indicators are most appropriate.indicators are most appropriate. Use the existing indicatorsUse the existing indicators

Information about indicators shouldInformation about indicators should be easy to gatherbe easy to gather and and useful useful

for for management decisionsmanagement decisions

Performance indicators should be Performance indicators should be identified at all levels of identified at all levels of results chainresults chain (show attribution and causal linkages) (show attribution and causal linkages)

Indicator: A variable that provides accurate and reliable evidence Indicator: A variable that provides accurate and reliable evidence about the achievement of a specific result. about the achievement of a specific result.

““What gets measured gets done”What gets measured gets done” ““If you don’t measure results, you can’t tell success from failure”If you don’t measure results, you can’t tell success from failure”

Key Features for Developing Good Key Features for Developing Good

IndicatorsIndicators


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Criteria for Selecting Good IndicatorsCriteria for Selecting Good Indicators

SpecificSpecific:: measure as closely as possible what is measure as closely as possible what is intended to measureintended to measure

Competitive recruitment process

2. % of vacancies filled through competitive procedures

Performance indicators should be Performance indicators should be SMARTSMART::

SSpecific; pecific; MMeasurable; easurable; AAttributable; ttributable; RRealistic; ealistic; TTargetedargeted

IndicatorsIndicatorsOutcomeOutcome

1. % of public posts filled

Increased trade in the region

1. % reduction of agricultural tariffs

2. Volume of export and import in the region


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MeasurableMeasurable:: clear and unambiguous about what clear and unambiguous about what is measuredis measured

2.2. # of Public Institutions reporting 100 % # of Public Institutions reporting 100 % of budget execution through the financial of budget execution through the financial management system reportmanagement system report

1.1. # of Public Institutions successfully using # of Public Institutions successfully using the new financial management systemthe new financial management system


SSpecific; pecific; MMeasurable; easurable; AAttributable; ttributable; RRealistic;ealistic; T Targetedargeted


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1. Poverty incidence rate1. Poverty incidence rate

AttributableAttributable: attributable to the project’s or program’s : attributable to the project’s or program’s effortsefforts

2. Annual revenues generated2. Annual revenues generated





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2. HIV prevalence among the total 2. HIV prevalence among the total population population

1. HIV prevalence among 15-24 year 1. HIV prevalence among 15-24 year old pregnant womenold pregnant women

RealisticRealistic:: Data obtained at reasonable cost with Data obtained at reasonable cost with enough frequencyenough frequency





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1. Percent increase in employment1. Percent increase in employment

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TargetedTargeted: It should be specific about the targeted : It should be specific about the targeted population/area population/area

2. Percent increase in employment of 2. Percent increase in employment of graduate of business school X in the graduate of business school X in the first year after completion of trainingfirst year after completion of training





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Types of IndicatorsTypes of Indicators

QuantitativeQuantitative

QualitativeQualitative


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Types of IndicatorsTypes of Indicators

Quantitative.Quantitative. Measure of dimension or amounts in Measure of dimension or amounts in specific number, percentage, or ratio. The most specific number, percentage, or ratio. The most commonly used indicators. commonly used indicators.

ExampleExample

Infant mortality rate . .


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Types of Indicators (Cont.)Types of Indicators (Cont.)

Qualitative.Qualitative. Qualitative assessment of progress.Qualitative assessment of progress.

Used when quantitative data is not available or the Used when quantitative data is not available or the indicator must convey a more complex process that indicator must convey a more complex process that is difficult to quantify. They are hard to verify and is difficult to quantify. They are hard to verify and involve subjective judgment.involve subjective judgment.

ExampleExample

Participation of communities in the elaboration of Participation of communities in the elaboration of the District planthe District plan


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Next StepNext Step

Setting up a detailed M&E Plan for data Setting up a detailed M&E Plan for data collection and reporting.collection and reporting.

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Development of Country-Wide Development of Country-Wide M&E SystemsM&E Systems

Support to development of PRSP M&E systemsSupport to development of PRSP M&E systems Key instrument is using Institutional Key instrument is using Institutional

Development Fund (IDF)Development Fund (IDF) Development of robust monitoring systems at Development of robust monitoring systems at

national/sectoral, regional and district levelsnational/sectoral, regional and district levels Impact evaluationsImpact evaluations Capacity building through hands on training (i.e. Capacity building through hands on training (i.e.

demystifying the results agenda)demystifying the results agenda) The Case of Ghana Poverty Reduction Strategy The Case of Ghana Poverty Reduction Strategy

II (GPRS II)II (GPRS II)

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