1. The Results-Based System Awoke Kassa ENTRO M&E Officer ENTRO M&E Officer SDCO Capacity Building Workshop IV 27-31 October 2008 Cairo Nile Basin Initiative Eastern Nile Technical Regional Office

2. The NBI shared Vision: “ To achieve sustainable socio-economic development through the equitable utilization of, and benefit from the Eastern Nile basin water resources.” The ENSAP Goal: “To develop the water resources of the Eastern Nile basin in a sustainable and equitable way to ensure prosperity, security and peace for all its people.” Introduction

3. Question: Are we achieving ENSAP goal/NBI Vision? OR Are we getting there? Are we heading in the right direction?  In answering such questions there were too many uncertainties and lack of definitiveness!!    which led to…

4.    Critical assessment of NBI/SAP-SVP planning, management, Evaluation & Reporting practices. Findings: * There were elements of log frame in SVP-SAP projects (PAD,PIP). However, there was less attention and focus on Results. * Inability to tell with certainty whether NBI/SAP/SVP are being successful and effective.  which led to..... which necessitated…

5. NBI wide adoption of results-based System (RBS), RBS is a management tool which integrates planning, management, evaluation and reporting into one logically interconnected framework which Focuses Managing for Results. What, then, is Results-Based System?

6. The key difference  The Conventional M&E System Learning at the end after the fact( after good or damage has been done)  The Results-Based M&E System Learning continuously and adjusting while managing & implementing Which one would you prefer? When the cook tastes the soup while cooking? OR When the guests taste the soup at the end?

7. Managing for Development Results (MfDR )

8. What is MfDR ?  Which has to come first? * Choosing a means of transportation? OR * Deciding where to go?  Rather than focusing on amounts of inputs, start by thinking about the ultimate goal and objectives of the development program, and identify the means that will take there.  “Begin with the end in mind” If you don’t know where you’re going, how do you know when you get there ? Yogi Berra

9. Why Results Based Management? The public want better services Governments want more effective resource allocation Development partners want efficiency and effectiveness of aid ……….. a common agenda to see concrete results on the ground.

10. Some questions for Results  Why does this organization exist?  What would be lost if it did not exist?  Who does it serve?  What is it supposed to deliver for them? ‘Being busy is NOT the same as attaining Results’

11. Example-The need for shift of focus from processes to Results Driving while looking at the steering wheel Focusing on processes Driving while looking ahead & back Focusing on Results

12. Overview of RBS Modules Module 1: Results and Results Chain Module 2: Log frame, Indicator & PMF Module 3: Results-Based Work planning and Reporting Module 4: Monitoring & Evaluation for Results Module 5: Using Results Information Project Planning Stage Project Implementation Stage Implementation and post implementation Stage

13. Results and Results Chain u ‘Being busy is NOT the same thing as attaining Results’

14. What is a Result? The output, outcome or impact (intended or unintended, positive and/or negative) of a development intervention. Activities Result Results achieved may NOT meet expectations. Why ?

15. Key Terms in RBS: Inputs:- The financial, human, and material resources used for the development intervention. Activities:- Actions taken or work performed through which inputs are mobilized to produce specific outputs. Outputs:- The products, capital goods and services which result from a development intervention/ a short-term result delivered by the project

16. Outcome:- The achieved medium-term effects of an intervention. Impact:- Positive and/or negative, intended or unintended long-term effects produced by a development intervention. Process:- A series of actions or steps towards achieving a particular result. Result:- The output, outcome or impact ( intended or unintended, positive and/or negative) of a development intervention. Inputs Transformation Process/Activities Results

17. SMART Result Specific Measurable Achievable Relevant Time-bound

18. SMART Result SpecificWhat: The result states the type of change that will occur (individual, organizational, institutional, societal) and/or the specific products or services that will be provided Who: The result states the specific target group or beneficiary of the intervention Where: The location or site where the result will occur is stated MeasurableThe result can be measured by either quantitative or qualitative indicators. AchievableThe result is within the scope of the project’s control or sphere of influence. The result is achievable within the project budget and time period. RelevantThe result addresses identified needs and/or problem(s) The beneficiaries or target groups were involved in designing this result and/or in giving input into the design of this result Time-boundThe timeframe when the result will happen is specified.

19. Results Chain – Definition The causal sequence for a development intervention that stipulates the necessary sequence to achieve desired objectives beginning with inputs, moving through activities and outputs, and culminating in outcomes, impacts. Other name: Logic Model

20. Results Chain = Logic Model  Results chain or Logic Model is your Project/Program ROAD MAP Where are you going ? How will you get there ? What will tell you that you have arrived ?

21. Results Chain Results Processes (Implementation) Impact Outcomes Outputs Activities Inputs

22. Results Chain Impact Outcomes Outputs Activities Inputs Impact Outcomes Outputs Activities Inputs More Focus for Results More Focus for Processes Less Focus for Results Less Focus for Processes The Shift of Focus from Processes to Results

23. Results Chain … Results Outcome Impact Output Activities Inputs Human ResourcesSystemsFinancial resources Planning How? Implementation Why?/So What?

24. Relative influence along the Results Chain Low InputsActivitiesOutputsOutcomesImpact Project/ProgramEndogenous Actors High

25. Example of the Results Chain Happy horse Project impact Importance of the project for the society Horse parable Intervention logic Explanation Drinking horse Project Outcome The reason why beneficiaries need the project Horse present at the fountain Output What will be delivered by the project

26. Leading the horse to the fountain Activities What stakeholders and beneficiaries will do Fountain and the man Resources Inputs required for the activities Thirsty horse Problem Analysis Starting situation Example of the Results Chain

27. “knowing is not enough, Unless translated into action Goodwill does not help any one, unless acted upon.” -- Aba G/Hana

28. THANK YOU