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Strengthening Results Management in Support of Poverty Reduction

Strengthening Results Management in Support of Poverty Reduction. Project Team ADB TA 4860 MEDT, Dushanbe 13 June 2007. What is Results-Based Management?. “A management strategy focusing on performance and achievement of outputs, outcomes and impacts.”.

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Strengthening Results Management in Support of Poverty Reduction

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  1. Strengthening Results Management in Support of Poverty Reduction Project Team ADB TA 4860 MEDT, Dushanbe 13 June 2007

  2. What is Results-Based Management? • “A management strategy focusing on performance and achievement of outputs, outcomes and impacts.”

  3. Why Result Monitoring is Important? • RMS is new concept in Central Asia including Tajikistan • A Powerful Public Management Tool • Collecting and analyzing performance information to track progress toward planning result • Achieving result is known until it is measured • Keeping informed policy makers of the success or failure of programme for timely intervention • Assessing and learning for result monitoring is a highly proactive, forward looking process

  4. Source: Adapted from Osborne & Gaebler 1992 The Power of Measuring Results • If you do not measure results, you cannot tell success from failure. • If you cannot see success, you cannot reward it. • If you cannot reward success, you are probably rewarding failure. • If you cannot see success, you cannot learn from it. • If you cannot recognize failure, you cannot correct it. • If you can demonstrate results, you can win public support

  5. Results Monitoring • Usually covers all levels: national, sectoral and oblast. • At each level the system includes outputs, outcomes and impacts. • Clear linkage needed between the targets agreed, intermediate (input and output) indicators and final (outcomes and impact) indicators.

  6. RMS Key Processes • Identifying objectives and developing strategies. • Determining expected results and selecting performance indicators • Developing performance monitoring systems • Analyzing and reporting on results achieved vis-à-vis expected results • Integrating evaluations to provide complementary performance information • Using performance information for internal management accountability, learning, and decision-making

  7. Key Principles in Monitoring System • Country owned and led. • Enhanced accountability • Medium term perspective is important. • Clear objective with reduced fragmentation of monitoring. • Focus on indicators that have been agreed.

  8. Output of Our TA • Assessment of Result Management Capacity • Design of a PRS results and monitoring framework • Application and Testing of the System • Refinement based on Assessment

  9. Progress of TA To date • Work Plan has been agreed by tripartite • Rapid Institutional Assessment and SWOT analysis for MEDT • RBM Glossary • Basic Training for the Department started • Consulted stakeholders and from July onwards participants from them will be included in the training • Selecting of the prioritized indicators in consultation with partners is in process

  10. Readiness Select Core indicators Agree What to monitor Design System Set targets Baseline Data Implement Use Findings Refine & Sustain Adapted from Kusek & Rist, World Bank 2004.

  11. Institutional AssessmentOverall Process Assess Readiness Map stakeholders & existing monitoring systems. SWOT analysis. Assess current capabilities Analyse poverty monitoring capabilities. Review reporting processes & feedback into government plans and policies. Develop common approach Develop consensus with government and others on best approach for poverty monitoring system.

  12. MEDT Monitoring Department Institutional Assessment NDS Government Monitoring Needs PRSP • Other agencies: • Ministry of Finance • Goskomstat/Goskominvest • Sector ministries • Donors • Other MEDT Departments: • Forecasting • PIP • Macroeconomic • MEDT Monitoring Department: • Role • Goals • Strategies • Outputs Department & Division activities Organisation Structure Number of personnel required Competencies required Existing personnel numbers Existing competencies Staffing gap Competency gap Options Training Other professional development activities Recruitment

  13. Key Challenges • Aligning outputs with strategic outcomes • Effective Coordination between key stakeholders • Competing demands for donor assistance. • Affordability & practicality of measuring PRSP indicators. • Analytical capacity • Data quality, frequency, reliability. • Drawing lessons and applying learning

  14. Monitoring is not Techniques but Politics • Ownership by the country • By commitment in the national budget • Political Commitment

  15. Pro-Poverty Growth • It is a moral obligation • It is not just a well-being but a well-being of lowest strata of poor population • PRS Monitoring not as additional burden for line ministries but as main policy agenda • PRS has become national development path

  16. What do we need from You • Support for a coordinating body with the Monitoring Department of MEDT as Technical Secretariat • Direct your staff to regard this work as highly important as it is a critical policy agenda as agreed at a national level • Encourage your relevant staff to attend our training programme

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