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BNTF 7 RMF_MIS
- 1. BNTF 7 Programme “Adding Value and Strength to Our Communities” Results Monitoring Framework Outcome Results Management information System BNTF Project Launch Workshops Presenter: George L. W. Yearwood Jnr. Designation: Operations Officer, BNTF, SSD Department: Projects, CDB Period: April - June 2013
- 2. Rationale for a Results Based Approach “In today’s world, it is essential to provide evidence-based information about public sector performance to meet the public’s need to know, create political transparency, and enable governments and politicians to guide their performance and learn ways to improve it.” (Source: SourceBook on Emerging Good Practice in Managing for Development Results – 3rd Edition)
- 3. What are Results? Results are changes in a state or condition that derive from a cause-and-effect relationship. There are three types of such changes (intended or unintended, positive and/or negative) that can be set in motion by a development intervention – outputs, outcomes and impacts. - UNDG agreed RBM terminology
- 4. IMPACT RESULTS are changes in a state or condition that derive from a OUTCOME CONTROL & RESPOSIBILITY cause-and-effect MAKING A DIFFERENCE relationship. OUTPUTS ACTIVITIES INPUTS * Based on OECD/DAC Glossary of Key Terms in Evaluation and Results-based Management
- 5. What is Results Based Management? • RBM is a management strategy by which all actors ensure that their processes, products and services contribute to the achievement of desired results (outputs, outcomes and higher level goals or impact) • A key component of RBM is performance monitoring which is to objectively measure how well results are being achieved, and report on measures taken to improve them.
- 6. The RBM Lifecycle Approach
- 7. Planning and Monitoring instruments National plans/strategies; PRSP; … CDB SDF 7 Priorities CDB Country Strategy Paper (CSP) PLANNING Poverty Reduction Action Plan (PRAP) MONITORING Country Project Portfolio (CPP) BNTF 7 Annual Work BNTF 7 Grant Project Plan & Budget Agreement document (AWPB) 7
- 8. BNTF 7 Results Monitoring Framework The BNTF 7 Programme rationalizes activities with regional development programmes and non- governmental/private sector interventions. Summarized in two tools (see handouts): • A notional Log Frame (LF) • An Indicative Results Monitoring Framework (RMF) Why notional LF? Why indicative RMF?
- 9. BNTF 7 Results Monitoring Framework Overall BNTF 7 Programme LF and RMF will be refined using contribution of: – LF for each Project (BZE, DOM etc.) developed as part of PRAP review & CPP development – Output of CDB-funded regional TAs at start up of BNTF 7.
- 10. Results Chain Inputs Activities Outputs Outcomes Impact Results Indicators Assumptions/Risks 10
- 11. RMF Components in Focus Development Impact Outcome Outputs Intermediate Outputs Baseline year is 2013
- 12. Performance Monitoring • Expectations from Participating Country (PC), eg. – Government commitment – Demand for targeted interventions – Contributions (in-kind and financial) – Monitoring & Reporting • Expectations from CDB, eg. – Financial support – Technical Assistance – Catalytic role for channeling demand
- 13. Monitoring and Evaluation (M&E) What’s the difference? Q Monitoring Impact Evaluation Focus Focus Outcomes •Occurs •Occurs at continuously Outputs specific points during during execution, execution and close-out and close-out post- Inputs implementation •Focuses mainly on •Focuses mainly achievement of on achievement of deliverables results
- 14. Roles & Responsibilities • Government – Overall Strategy - PRAP • OE – Implementation of strategy – Decisions regarding selection of sub-projects – Alignment of sub-projects with expected results – Outcomes focused • IA – Day-to-day functioning – Monitoring and reporting
- 15. Sample Reports Monitoring • Annual Work Plans and Budgets (AWPB) • Sub-project Monitoring Reports (SPMR) • Sub-project Completion Reports (SPCR) • Annual Project Performance Reports (APPR) Evaluation • Programme Mid Term Evaluation (MTE) • Programme Completion Report (PCR)
- 16. Implications for Operations • Closer collaboration with ministries’ and agencies’ with BNTF Project. • Clearer understanding of contribution to – National sector priorities – CDB Strategic Objectives • Shared decision-making – at CDB and at country level.
- 17. Workshop Discussion • Who leads? • Project outcomes vs. Ministries’ outcomes: Is there DIVERGENCE or COMPLIANCE? • Institutional capacity to report on outcomes post-implementation. Where are the gaps and/or challenges?
- 18. Funding for M&E Country Projects component: • Project M&E: – the development and establishment of an M&E system for the Project – participatory monitoring activities by the PMC and stakeholders – completion reports – beneficiary impact assessments.
- 19. Funding for M&E CDB Regional Coordination support: • Programme M&E: – consultancy services and other activities to strengthen systems for internal monitoring through improved MIS technology, additional training and improved oversight – performance audits – case studies – MTE – PCR – Impact Assessments.
- 20. The BNTF MIS BNTF Interim Electronic Management Information System (MIS) Solution
- 21. BNTF Interim Solution The current target for the introduction of the new BNTF MIS is projected to be May/June 2014 In the interim a requirements specification has been drafted which when implemented will support the collection of sub-project basic data and the relevant information from on-going monitoring and completions.
- 22. BNTF Interim Solution The proposed interim solution will be built on the principle of the SPMR and SPCR forms which were used for National MfDR training in Q1/Q2, 2010. The solution will cater for capturing the outputs and initial outcomes for respective sectors using data from the RMF.
- 23. BNTF Interim Solution Technology to be deployed: • Web based • Remote country office access across the internet • Centralized database • Secured access with access to country specific sub-projects • Knowledge base Projected delivery: July 2013 (estimated)
- 24. Thank You! George L. W. Yearwood Jnr. Operations Officer, SSD, Projects Direct: (246) 431-1739 Skype: yearwog yearwog@caribank.org
Notes de l'éditeur
- The Third Edition of the Sourcebook on Emerging Good Practice in Managing for Development Results – World Bank publication Managing for Development Results (MfDR) is about achieving the results of development initiatives and can have dramatic impacts on people’s lives. MfDR, as a concept, centers on holding international agencies, governments and individuals accountable for delivering results to the citizens they seek to assist. Ultimately, managing for results should lead to a sustainable improvement in country development outcomes through country systems. In today’s world, it is essential to provide evidence-based information about public sector performance to meet the public’s need to know, create political transparency, and enable governments and politicians to guide their performance and learn ways to improve it.
- Want to avoid the linear view of RBM. Starting point is two-fold: Where we are now (lessons learnt, evaluation findings, SWOT analysis, feedback from other units/RBx, etc)Where we want to be in the future (i.e., the type of organisation we want to be, the way in which we want to meet the needs of our main stakeholders, and the quality and effectiveness of our services)Emphasize – setting aside enough time to plan to monitor, evaluate etc
- Simplified results matrix: conflate the two outcome levels into one, with emphasis on strategic but specific enough to country context. Number of priorities & outcomes are optional.
- The BNTF Programme will strive to rationalize activities with regional development programmes and non-governmental/private sector interventions. A notional Logical Framework Analysis (LFA) for the Programme is presented at Table 4.1. This will be refined on completion of the M&E framework as part of the start-up activities during the preparatory phase of the Programme. A LFA for each Project will be developed in each PC as part of the PRAP.
- The establishment of specific accountability for tracking and reporting within IAs & by CDB. Intended to emphasize the importance of the collection of baseline data, and ongoing reporting on performance indicators related to outputs and outcomes throughout the project cycle.Results Management and Results Frameworks:The requirements and anticipated arrangement for results monitoring and reporting of BNTF 7 are aligned with the LFA at Table 4.1, and the establishment of an improved MIS and specific accountability for tracking and reporting within IAs. These are intended to emphasize the importance of the collection of baseline data, and ongoing reporting on performance indicators related to outputs and outcomes throughout the project cycle. Appendix 4.4 contains details of the indicative Results Monitoring Framework (RMF), including monitoring and notional performance indicators for specific sector and cross-cutting interventions. These will be developed in greater detail in the preparatory phase of the Programme. The Annual Work Plan and Budget will be drafted by November of each year and will specify the activities to be undertaken in the following year, the expected output and budgeted costs on which expenditure will be based. Annual Project Performance Reports will enable CDB staff to assess the performance of the Projects in relation to monitoring indicators. As the RMF indicates, provisions will be made for an MTE and a PCR at Project closing. Independent consultants will be contracted by CDB to conduct the MTE which will be scheduled to allow the recommendations made for enhancing the achievements of BNTF 7 to be implemented within the remaining period of the Programme. A M&E System and Impact Assessment Model will be developed to provide quantitative and qualitative information on performance of the Programme as a whole and the Country Projects. The Draft TOR for the development of a M&E System and Impact Assessment Model is at Appendix 4.5.A Participatory Community M&E is expected to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of programme results. The Draft TOR is at Appendix 4.6.
- RBM Hand-OutPC must agree on: Development ImpactProject Outcome; and
- Monitoring –InternalEvaluation – External / Independent
- Develop a new BNTF MIS to provide a closer fit through the use of current technology providing web-based services and the use of workflow to bring symmetry to BNTFOs and increase the collaboration and information-sharing opportunities. The coherent focus on M&E from the early stage of the PRAP development to the stages of sub-project completion will lend support to results reporting.
- A M&E System and Impact Assessment Model will be developed to provide quantitative and qualitative information on performance of the Programme as a whole and each Country Project. A Participatory Community M&E to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of Programme results.
- BNTF 7 M&E activities will enable assessments of outcomes and impacts at the overall Programme and Country Project level, with emphasis on the shared responsibility for sub-projects’ performance and development results. Monitoring activities include: community participatory monitoring; implementation monitoring; financial supervision and audits; and CDB supervision. The role of the IAs and line ministries in the contribution of ongoing data for performance management is critical. The IAs will support the new MIS which is an essential tool for the capture of all project information required for management decision-making. It is the repository of information required for reporting on key performance and development outcomes. The specifics of the M&E requirements of the Programme, including baseline collection, review of notional LFA and indicative RMF to establish performance indicators and targets, as well as costs, roles and responsibilities will be developed in the start-up period. An Impact Assessment will be designed at the start of the Programme and implemented over the Programme cycle. It is expected to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of Programme results. Beneficiary Assessments will also form part of project completion activities. The Programme and Project Reporting Schedule is at Appendix 4.16.
- Programme Funding:Country Projects component:Project M&E: the development and establishment of an M&E system for the Project; participatory monitoring activities by the PMC and stakeholders; completion reports; and beneficiary impact assessments. Regional Coordination component:Programme M&E: consultancy services and other activities to strengthen systems for internal monitoring through improved MIS technology, additional training and improved oversight. Support will be provided for performance audits; case studies; PCR; MTE; and Impact Assessments.
- Programme Funding:Country Projects component:Project M&E: the development and establishment of an M&E system for the Project; participatory monitoring activities by the PMC and stakeholders; completion reports; and beneficiary impact assessments. Regional Coordination component:Programme M&E: consultancy services and other activities to strengthen systems for internal monitoring through improved MIS technology, additional training and improved oversight. Support will be provided for performance audits; case studies; PCR; MTE; and Impact Assessments.