Results-based Management ( Orientierung auf Wirkung )

1. Results-based Management(Orientierung auf Wirkung)

2. Introduction • What are results? 2.1 The result chain 2.2 Distinction between two result levels 2.3 The GTZ results model 3. Typical mistakes in the reporting of a project’s success 4. Results-based monitoring (7 Steps)

3. 1. Introduction • Anyone involved in development cooperation today will always be asked about the results of that cooperation • Debate about efficiency and credibility  UN Millennium Declaration (2000), Paris Declaration of Aid Effectiveness (2005) • Results-based management is not only the instrument agrred upon the OECD’s Development Assistance Committee (DAC), but also the standard procedure at GTZ and BMZ • The performance of a development measure is rated by the outcome (direct results) achieved and by the indirect results

4. 2. What are results? „Results are changes resulting from an intervention.“ In terms of development cooperation:„Results are those changes that can be attributed to a development measure. They may be intended or unintended, expected or unexpected, positive or negative. They are part of a result chain that is influenced by the project/programme measures.“

5. At GTZ, managing for development results means that the success of our work is not only measured in terms of completed activities and the outputs (what did we do)but in terms of the results achieved by a project/programme (what did we achieve) • Results affect not just the defined group, but partners and intermediaries, too. Results occur right from the start and during the entire term of a project, and continue to evolve after its completion • It is essential for our work to continuously observe these changes in order to steer development measures with the help of a result chain

6. 2.1 The Result Chain Actions taken within a development measure that involve using stakeholders inputs to produce outputs The use of outputs refers to the change process that intermediaries and target groups undergo in order to achieve the objective Further changes that can no longer be causally and quantitatively attributed to an individual measure Short-term results of the activities.They are available for use by other actors in the form of equipment, materials and services The objective of the measure among intermediaries and target groups that can still be causally and quantitatively attributed to the project

7. Activities: actions taken within a development measure that involve using stakeholders inputs to produce outputs • Outputs: short-term results of the activities. They are available for use by other actors in the form of equipment, materials and services The use of outputs refers to the change process that intermediaries and target groups undergo in order to achieve the objective • Direct result: The objective of the measure among intermediaries and target groups that can still be causally and quantitatively attributed to the project • Indirect results: Further changes that can no longer be causally and quantitatively attributed to an individual measure. They depend on inputs form many other factors and lie beyond the “attribution gap”.

8. 2.2 Distinction between two results levels • Results that are close to the project and demonstrably linked to the use of its outputs are termed the outcome (direct results) • Beyond theses, there are changes that can no longer be causally attributed to the projects alone because there are/were too many other, independent factors in the context of theses changes. The cause-and-effect relationship is „interrupted“ in these cases, and we refer to an attribution gap, beyond which the possible indirect result (impact) of the project lies

9. 2.3. The GTZ results model – example of a vocational training programme

10. 3. Typical mistakes in the reporting of a project’s success • we tend to talk more about the inputs and activities (what did we do) rather than presenting the results„In the project period from 2006 to 2010, 25 schools have been built up with more than 3700 students being taught every day.“ • we mix up outputs and outcome„Due to educational training, teachers changed their teaching methods towards more interactive and less frontal teaching“ is that a result?

11. 4. Results-based monitoring (7 Steps) • main function: support the steering of development measures and stimulate dialogue on the chosen strategy within the management or project team • it promotes learning processes • observe indirect results, which are the real reason for implementing the project

12. Seven steps to Results-based monitoring

13. Step 1. Examine results chains • It is necessary to have a clear strategic orientation within the technical cooperation measure that is shared by all partners Instruments: Results chains and clearly defined system boundaries • Results chains and system boundaries are drawn up with partners and clarify the objectives and implementation processes for which joint responsability is assumed • e.g. based on the outputs made available, actors can change their behaviour/work within the project

15. Step 2: Clarify interests, expectations and inputs • aim: to gear the monitoring system to the objectives and needs of its potential users and to increase its acceptance inside and outside the technical cooperation measure • main stakeholders (political, civil society, private sectors etc.) have to be identified together with them, the interests and expectations of the technical cooperation measure are clarified

16. Step 3: Determine major areas to be monitored • projects/programmes must always be able to inform clients, partner organisations and other donors whether the objectives are being/have been achieved • it is sufficient that monitoring focuses on the major result areas (by using the previously defined results chains) • main result areas can be identified by several questions(At which points are results chains interlinked? Which parts of the results chains are particularly weak? Which change steps are negatively influenced by external factors/risks?) • it is also crucial to monitor unintended and negative results that are of special relevance for a project

17. Step 4: Examine different indicators • Indicators are required in order to recognise whether a development measure is achieving it objectives • Distinction between:Indicators of the achievement of objectives: measure results at the objectives level (direct results)Process indicators: define selected areas to be monitored and measure the progress made by the project/programme as milestones on the road to the overall objective

20. Step 5: Establish structure and processes • the responsibilities for certain elements of the monitoring system must be established and assigned • Cooperation between the actors who are involved in the monitoring process, is ensured by the person responsible for coordinating the monitoring process as a whole

21. Step 6: Collect data • data is collected in line with the operative planning of the monitoring activities; it will depend very much on the scope and quality of the information to be delivered • Collect statistical data • qualitative methods: Group discussions, participatory observation, action research, Participatory Rural Assessment etc. • decide whether and which people are to be interviewed (the ones who work directly in the project and/or feel the direct result of the outputs)

22. Step 7: Using the monitoring results • the data will be used to • steer the development measures • meet accountability obligations to clients, steering bodies, other donors and the public both in the partner country and in Germany • contribute, if possible, to internal and external knowledge management

23. Thank you very much.