The “Building Blocks” of Managing for ResultsADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results * The building blocks of MfDR are:
commitment, norms, and values for results management - The key components of this building block are policy leadership, accountability, openness and participation, and receptivity to reform. These make up the enabling environment for results management.
clarity of expected results - The starting point for results management is clear develop
ADB TA 7158 -NEP Strengthening Capacity for MfDR WORKSHOP at DOR MfDR in Global and National Context Status Review and Way Forward
Kishore K. Jha, MfDR Expert
December 4, 2009
New Partnership for Development
International Conference on Financing for
Development in Monterrey called for:
• Improved policies and stronger institutions in developing countries
• More and better aid, plus action on trade and debt, by developed countries
Shared responsibility for getting country outcomes - defined a global agenda on managing for development results ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
Why is it important to focus on Results?
Knowledge and Information is Power - for implementing agencies, for consumers/recipients
Goal is to improve quality of management and decision making –When accountability to client/ consumer is strong, results are strong
Learning is fundamental to ‘scaling up’ and easing absorptive capacity constraints
Money not useful, or used, without ideas and data on results
Donors more concerned with accountability and results than ever ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
What do we mean by ‘Results’
Results – sustainable improvements in country outcomes
If the intervention is successful, what will be ‘the
difference’ for the primary target group?
Examples:
• Children are learning more
• Municipalities are more efficient
• Firms are earning more
• HIV transmission from IDU to general population reduced
Managing for results – using information to improve decision-making and steer country-led development processes toward clearly defined goals
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
The “Art” of Managing for Results
The ‘art’ of Managing for Results is defining outcomes that are:
meaningful to BOTH provider and client/ consumer
measurable in a credible way
used in decision making
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
The “Building Blocks” of Managing for Results
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results * The building blocks of MfDR are:
commitment, norms, and values for results management - The key components of this building block are policy leadership, accountability, openness and participation, and receptivity to reform. These make up the enabling environment for results management.
clarity of expected results - The starting point for results management is clear development objectives and SMART indicators - it would be easier to measure what is achieved and what gets measured has greater chances of being improved.
making results happen by linking objectives and planning- Ideally, national development goals and targets inform and guide the plans and budgets from central planning down to departments, ministries, and agencies.
determining contributions to results through monitoring and evaluation - Monitoring and evaluation allows managers and planners to assess their accomplishments and based on such assessment, make necessary adjustments to the plans. It gives public officials information on what works and what does not which they can use to improve performance.
making results matter by providing feedback to decision-making - What matters most is that results information is used in decision-making. When progress against original objectives has been determined and fed back to planning and managing, a full cycle of results management has been completed.
* Project Description The Project aims to help the Government integrate the economy into the subregion’s. The Project is an integral part of the ADB-supported South Asia Subregional Economic Cooperation (SASEC) program to promote subregional cooperation through upgraded governance capacity, better transport facilities, and more efficient and effective trade management. Sector Transport and Communications Expected Impact Integrate the economy into the subregion Expected Outcome The Project’s expected outcomes are (i) improved effectiveness and efficiency of trade management and (ii) upgrade governance capacity, improve transport facilities, and improve efficiency and effectiveness of trade management. Performance Targets Improved effectiveness and efficiency of trade management:
Cost of capital for cargo reduced by 12% per annum by 2010;
Vehicle road user cost reduced by 15% per vehicle from NRs 18.6/vehicle km on average for Bhirahawa by 2010;
Vehicle road user cost reduced by 49% per vehicle from NRs 16.2/ vehicle km on average for Birgunj access roads by 2010;
Goods dwell time at gateway reduced by 15 minutes per vehicle from 30 minutes on average by 2010;
Facilitation payments reduced by 50% from NRs 100 per cargo by 2010;
Goods damage and pilferage reduced by 0.15% of goods value by 2010;
Cargo customs clearance time reduced by 45 minutes per declaration from 4-6 hours by 2010.
Upgrade governance capacity, improve transport facilities, and improve efficiency and effective
About MTEF
The medium term expenditure framework (MTEF) is a 3-year rolling plan.
Initiated since FY 2002/03 in Nepal to align resources to the prioritized programs and projects.
The MTEF contains priorities, programs and projects, and sets annual targets at the national and sector levels. ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
About the Business Plan
The business plan is a rolling plan usually in three years perspective which emphasizes on themes not projects.
It needs essentially to be linked with the sectoral results frameworks of TYDP and development priority of the government.
It should contain vision, mission and strategies of the sector.
It includes result based targets and indicators to facilitate result monitoring on annual basis.
Customary , it identifies three- years core business and outcomes along with the annual business and outcome of the first year of the plan period. ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results * INDICATIVE CONTENTS OF THE BUSINESS PLAN
Development context and Background
Sectors vision and goals, objectives and priorities
Major problems, challenges and opportunities
Key objectives and Expected outcomes (for the Business plan period)
Quantitative Targets ( three years perspective)
Strategies and Policies
Core programs to achieve the objectives and quantitative targets
Result Matrix ( with all the essential components )
Budget Allocation
Institutional development
Monitoring and Evaluation
Critical factors for successful implementation
About the PMAS
Traditionally, monitoring of development activities in Nepal focused largely on input and output. As a result, there was little effort on monitoring outcomes. The Poverty Monitoring and Analysis System (PMAS) was developed by the National Planning Commission (NPC) in consultation with line ministries with technical support from the UNDP. It seeks to consolidate, harmonize, and analyze data to communicate results for effective feedback to policymakers and stakeholders through five components;
Implementation monitoring (input and output),
Outcome monitoring,
Impact analysis,
poverty monitoring information system (PMIS) and
communication and advocacy.
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
About this TA – Past Efforts and Way Forward
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results * The TA intends to assist the implementation of MfDR in following GoN Organizations: NPC: Streamlining the MfDR principles in its project entry and supervision systems.
MoLD: Updating the works done by previous TA and operationalizing this project in the municipality management division
MoE: Updating the works done by previous TA and operationalizing this project in the 10+2 Level (HSEB).
MoPPW: Updating the works done by previous TA in DOR and DWSS and moving forward with the process of internalization in these two entities.
MoAC: Develop macro level planning strategy at the ministry level and introduce this program in Department of Agriculture (DoA).
MoEn: Develop macro level planning strategy at the ministry level and introduce this program in DoED.
MoF : Piloting Result Based Budgeting in DOTM and VTPO,
Also DOR and DWSS – subject to committment and demand
Status of MfDR Implementation - Subsequent to completion of ADB TA 4765 & RETA 6306
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results * Outcomes/Outputs Central Government Agencies NPC MoPPW DWSS DOR MoES MoLD 1 Increased awareness of government staffs on MfDR concepts and development of results based mindset. yes Yes yes yes yes yes 2 Development of Basic Tools for MfDR implementation: Readiness Assessment : guidelines and formats Yes yes yes yes yes Performance Indicators Yes yes yes yes yes Sectoral results-based frameworks/RBMs for TYIP Yes yes yes yes yes Organizational Results Chain and linkages to Sectoral Results Framework yes yes Yes (NCED) Business Plans - newly developed or updated yes yes yes yes Guidelines for project prioritization and project quality-at-entry yes yes Performance evaluation guidelines for division and section head yes Development of Management Information System/ GIS Yes yes Guidelines for MfDR Implementation yes yes yes yes yes yes Training materials and support to training institutes (NASC/LDTC) yes Yes yes yes yes yes
Status and Way Forward 1. Increased awareness of government staffs on MfDR concepts and development of results based mindset.
PAST EFFORTS
Increased awareness among Focal Points and Focal Group Members
Participants of Inland Training Programs 55 nos.
Participants of External Training Program 10 nos.
Observation Tour of Higher Level Officials to China, Malaysia.
Frequent participation of GoN officials in international/regional forums/workshops/seminars – sponsored by ADB and other development partners
Outcome: creation of critical mass WAY FORWARD
Participation of past inland and external training programs to contribute as ‘Resource Persons” for inland training programs under this TA.
Inventory of potential resource persons to be completed by end of November, 2009.
TOT & Refresher Training Programs for potential resource persons by December, 2009.
Outcome: expansion of critical mass
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
Status and Way Forward 2. Development of Basic Tools for MfDR implementation: a) Readiness assessment-Guidelines and Formats
PAST EFFORTS
RETA 6306 developed guidelines, forms, formats, spider maps etc. – produced Status Reports – refer Table of Contents-adopted by TA 4765 with modifications.
Readiness assessment completed for MPPW, DWSS, MoES, Dhanusha DDC by RETA and DOR & MoLD by TA 4765.
The RETA team continued to work on RA and subsequently produced;
Readiness Assessment Tool for ADB
Interactive MfDR Learning Tool – refer website: http: // mfdr-learning.org, and is in the process of producing a “Manual” WAY FORWARD
RA format modified by TA team to suit Nepalese context – initial assessment conducted in Technical Workshop on Sep. 18, 2009.
Modified Table of Contents for Status Report already shared with Focal Groups.
Status Reports of all agencies expected by December 6, 2009.
Outcome: Knowledge for undertaking Readiness Assessment and producing the Status Report enhanced.
ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results *
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