Results-based management is a management strategy by which all actors on the ground, contributing directly or indirectly to achieving a set of development results, ensure that their processes, products and services contribute to the achievement of desired results, outputs, outcomes and goals). Result based management rests on clearly defined accountability for results and requires monitoring and self-assessment of progress towards results, including reporting on performance.
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Learning from Result-Based Management Evaluations and Reviews
What have we learned from implementing results-based management in development co-operation organisations? What progress and benefits can be seen? What are the main challenges and unintended consequences? Are there good practices to address these challenges? To respond to these questions this paper reviews and analyses the findings from various evaluations and reviews of results-based management systems conducted by members of the Development Assistance Committee (DAC), the OECD/DAC Results Community Secretariat and other bodies in the past four years (2015-2018). It also draws on emerging lessons from new methods for managing development co-operation results. This analytical work aims to: i. identify recent trends in results-based management, ii. explore challenges faced by providers when developing their results approaches and systems, iii. select good practices in responding to these challenges that can be useful for the OECD/DAC Results Community, considering new approaches, new technologies and evolving contexts. This body of evidence will inform the development of a core set of generic guiding principles for resultsbased management in development co-operation.
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Journal of Administrative and Business Studies
Result-based management Theory of change United nation organization Logical framework Project cycle management Risks and assumptions Inclusive Participatory Environment Results Based Management (RBM) is an important concept in the strategic system approach. It is systematic co-alesce of efforts consciously made to achieve a desired result. It is a management approach purely shaped by the results. This study seeks to explore RBM in strategic system approach through the analysis of a life case study. This section discusses the results-based management logical framework and the theory of change. The logical framework of RBM evidently resides on the structured, logical model, which identi ies the expected outputs and consequently the inputs as well as activities required to accomplish the outcomes. The logical framework is struc-tured around ive items: assess, think, plan, do and review. The philosophical assumptions underlying this study are based on critical realism. This study seeks to establish the mechanisms applied in results-based management and the structures that are required via a life case study of the United Nations Organizations. In critical realism ontology, three aspects are considered, the real, the actual and the empirical. To understand the application of RBM in the case study, this study combines all the three aspects of an insightful analysis. The study draws important lessons in the implementation of results-based management model stemming from the introduction of changes in the RBM framework and the incentives for motivating the management to adopt results-based management. The study notes the existence of RBM on policy papers, but there is the minimal impetus to implement it practically despite its potential bene its in achieving the organizational performance. In occasional cases where the framework is implemented, there exists an inadequate degree of inclusivity, participatory and enabling environment. The life case study focused on the United Nation Organization and the modalities for the implementation of RBM. As a critical step in the evolution of logical framework approaches, RBM attempts to respond to some issues of the Project Cycle Management (PCM) and Logical Framework Approach (LFA) methods. People often ask what the difference is between PCM or LFA and Results Based Management. In a sense, RBM is PCM done right. It provides more tools and directives on what should be done to ensure that project design is performed in a participatory way, and to make sure that one takes into consideration any assumptions and risks. In conclusion, this work has explored the concept of results-based management as a management approach that targets at the improving results in a three-thronged model constituted of Short-, medium-, and long-term types of results, outputs, outcomes, and impacts. The concept is particularly prevalent in the public and not-for-pro it organizations. The study has focused on getting insight on the results-based approach in program management and its application in a selected case study. The study explored the application of RBM in the United Nations Organizations such as UNESCO, UNDP among others with a focus on the global, regional and country-based implementation of RBM.
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