GAC RBM Guide for International Assistance Programming Whats

GAC RBM Guide for International Assistance Programming What’s new? Office of the Deputy Minister of International Development International Assistance Operations Bureau Operational Direction and Coherence Results Based Management Centre of Excellence (RBMce) Lucas Ladurantaye lucas. ladurantaye@international. gc. ca RBMce gar. rbm@international. gc. ca

Webinar Overview • Introduction 10 m – Who are we and what is our role – Scope: What you can expect from our presentation • • RBM at GAC: Guidance not Dogma 10 m RBM and Results and Delivery 5 m What’s new in the Revised RBM Guide 30 m Q & A Session 60 m+ May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 2

DISCLAIMER • The RBM How-to-Guide is applicable to GAC’s International Assistance Programming which includes: – Development – Humanitarian Assistance – Peace and Security • Our presentation, particularly the Q&A component, requires us to interpret GAC policy positions and requirements to the best of our ability. Please do not construe our statements as GAC policy. This will allow for a more open dialogue. We are happy to follow up after the session to address any concerns that arise. May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 3

INTRODUCTION • Who are we? What do we do? What don’t we do? May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 4

INTRODUCTION Scope: What can I expect from this presentation. – High level overview of new aspects of guide – Hints on how the department manages for results and trends – Addressing your RBM Questions – Some info on how to get RBM Support Not: – Information on the APP – Course on RBM (we have various RBM courses for staff) – Information on what indicators etc. to put into your PMF or other granular information May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 5

RBM at GAC: Guidance not Dogma What is RBM? • RBM is a management methodology that … focuses on knowing where you want to be, … knowing where you are as you go, and … adjusting what you are doing accordingly to ensure you reach your destination. • Results Based Management is most easily understood in contrast to activity based management. (or output based) May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 6

RBM at GAC: Guidance not Dogma What RBM is NOT? • RBM is not the Logic Model (LM) and Performance Measurement Framework (PMF) • RBM is not synonymous with GACs RBM requirements or practices – it’s a larger concept • RBM is not a fad. Though the vernacular and tools might change its unlikely that public sector management will return to an ‘activity based management’ approach • GAC assumes its Partners have the capacity to manage for results – it’s a pre-requisite for funding May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 7

RBM at GAC: Guidance not Dogma Why has GAC developed a standardized methodology? • Standardization allows GAC to build the capacity of partners and staff at the scale required. – GAC relies primarily on implementing partners for achieving results and as such our Partners’ RBM capacity is an important link in our ability to manage for results – Partners asked for standardization - GAC works with many Partners who received different guidance from different GAC staff on how to apply RBM (using different terms, or have different understanding of the same term, etc. ) – Project staff asked for standardization - GAC is a large department with rotational staff who must have RBM capacity to do their jobs. This capacity must be continually developed to be maintained. • RBM in international assistance programming is highly reliant on a combination of technical capacity along with sound judgement. One size rarely fits all. May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 8

RBM and Results & Delivery • Results & Delivery is a form of ‘management for results’ that was developed to help the Government of Canada deliver on their priorities • Results & Delivery emphasizes the importance of managing for results at GAC and across the Canadian Government • Results and Delivery does not impact GAC’s RBM approach May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 9

GAC RBM Guide nd 2 Edition What’s new + highlights ENGLISH: http: //www. international. gc. ca/development-developpement/partnerspartenaires/bt-oa/rbm_tools-gar_outils. aspx? lang=eng FRANCAIS: http: //www. international. gc. ca/development-developpement/partnerspartenaires/bt-oa/rbm_tools-gar_outils. aspx? lang=fra

Theory of Change Narrative instead of Logic Model narrative May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 11

Logic Model without activities May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 12

Outputs and Activities Matrix May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 13

Our Results Chain for International Assistance Programming Captures outcomes and outputs that we expect to take place in GAC’s partner countries Source: Adapted by GAC from University of Wisconsin-Extension, Enhancing Program and Performance with Logic Models Global Affairs Canada, PFM, PCC, RBM Center of Excellence. 14

The Logic Model is Flexible… sort of • International Assistance Programming is complex and adaptive implementation is commonplace • Guidance provided on adjusting LM on pages 85 -86 • Standard practice is that GAC Officer has authority to approve change to LM if the change does not impact scope or funding requirements • There is also widespread belief that changes cannot be made to intermediate and ultimate outcomes • Some Officers have reported that barriers to flexibility in the LM and PMF are related to fatigue with the process of revision and approvals May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 15

Emphasis on M&E Plan • Pages 80 to 84 (and 63) provide guidance on steps to develop a robust monitoring plan. May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 16

Performance Measurement Frameworks (PMFs) should demonstrate that your M&E system is robust May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 17

Qualitative methods of data collection are encouraged! • “To adequately assess the achievement of results, an officer/manager needs both quantitative and qualitative measures. For example, it is not enough to know how many women are participating in an activity. The quality of their participation and experience is also important to capture to have a full picture. ” P. 52 (RBM How to Guide, 2016) • “Because it is difficult to organize qualitative data for comparison or analysis, qualitative indicators should be quantified wherever possible. This can be done by using a scale, for example, “level of confidence (1 -4 scale) of farmers (f/m) in the security of roads leading to local market”. ” P. 52 (RBM How to Guide, 2016) May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 18

There is a Wide Range of Viable Data Collection Methods Source: Ray Rist, 10 Steps to an RB M&E System World Bank, 2004, page 85 May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 19

Syntax Matters • We have provided detailed guidance on structuring – Outputs P. 41 – Indicators P. 54 – Outcomes P. 37 • We have found that standardizing syntax tends to address the most common issues with LMs and PMFs May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 20

Planned Outputs Statements § Direct products or services stemming from the activities of an organization, policy, program, or initiative § Outputs are the products and services stemming directly from project activities implemented by partners Global Affairs Canada funds (held accountable) Useful questions for wording outputs Remember: Outputs DO NOT § Does it include a verb? describe a change; Outputs ARE NOT § Does it say what was delivered/rendered? results (outcomes) § Does it specify in what subject/area? § Does it say to or for whom services are rendered or products are delivered? § Does the implementer have control over it? Structure of an Output Statement WHAT SUBJECT/AREA VERB TO OR FOR WHOM Technical assistance in strategic planning provided to regional government policy branch employees Alternative Order WHAT VERB Technical assistance provided WHAT SUBJECT/AREA on legal instruments (e. g. laws, policies, legislations, model laws and regulations) Global Affairs Canada, PFM, PCC, RBM Center of Excellence, taken from our 3 Day RBM Course in January 2017. . TO OR FOR WHOM to personnel in organization Y 21

Formulating a Performance Indicator Performance indicators are composed of 3 elements: Unit of measure Unit of analysis Context #/Total of girls (rural/urban) living within a 1 hour walk of a provincially funded public school %/Total health institutions (public/private) providing services to ethnic populations in their language of choice Level of confidence (1 -5 scale) of rural farmers (f/m) in the security of police-patrolled rural roads leading to and from markets rural farmers (f/m) mostly or completely confident (4 or 5 on a 5 point scale) in the security of policepatrolled roads leading to and from markets %/Total Global Affairs Canada, PFM, PCC, RBM Center of Excellence, taken from our 3 Day RBM Course in January 2017. . 22

Expected Outcome/Result Statement · A strong expected outcome statement starts with a word that indicates the DIRECTION of the change expected, and tells you WHAT will change, WHO will experience the change, and WHERE that change will take place · It is formulated in a specific way: Structure of an outcome statement DIRECTION WHAT Increased usage of agriculture extension services Increased awareness of availability of basic health care during pregnancy WHO WHERE by dairy farmers, especially women farmers, in selected communities in rural Sampleland by adult women and teenage girls in Region X Alternative order DIRECTION Strengthened WHAT knowledge and skills WHO of staff in institution X Global Affairs Canada, PFM, PCC, RBM Center of Excellence, taken from our 3 Day RBM Course in January 2017. . WHAT to develop gender sensitive economic international assistance policies WHERE in county X 23

RBM SUPPORT • It depend where you are in the project cycle – Pre-application: • RBMce does not provide direct support. • On occasion, RBMce may provide information to organizations when there are numerous potential applicants that have access to the information sessions. – During the application process: • During Calls for Proposals, under the Approved Programming Process, there is a Q&A page available on the Call website where applicants can submit questions. • The questions are then responded to as a whole and updated on the Call website. – Post-approval and implementation: • The implementing organization is provided support by their assigned GAC program officer. • The GAC officer is supported through internal resources. May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 24

Update on RBM Tool-kit Document Title RBM for International Assistance Programming, A How to Guide, 2 nd edition, 2016 1. 0 Tip Sheets - Needs / Situation Assessments 1. 1 Problem Tree Analysis, 2 nd ed. , 2016 2. 0 Tip Sheets - Theory of Change / Logic Model / Outcomes and Outputs 2. 1 Global Affairs Canada's Results Chain, 2 nd ed. , 2016 2. 2 Syntax Structure for Outcome Statements, 2 nd ed. , 2016 2. 3 Questions to Assist Global Affairs Canada Staff and Partners With Theory of Change Clarification and Refinement 3. 0 Tip Sheets - Performance Measurement Framework / Indicators 3. 1 Selection of Indicators by Level of Outcome, 2 nd ed. , 2016 3. 2 Outcomes, Indicators, Baseline, Targets & Actual Data: What is the Difference? 2 nd ed. , 2016 4. 0 Tip Sheets - Cross-Cutting Themes 4. 1 Gender Equality Results and Indicators 1. 0 Checklists - Theory of Change / Logic Model / Outcomes and Outputs 1. 1 Logic Model Checklist, 2 nd ed. , 2016 2. 0 Checklists - Performance Measurement Framework / Indicators 2. 1 Performance Measurement Framework Checklist, 2 nd ed. , 2016 Other Resources RBM Lexicon, 2 nd ed. , 2016 Partner Guidelines for Narrative Reports under GAC Contribution Agreements , 2016 May 18, 2017 Operational Direction and Coherence (DPO): Results Based Management Centre of Excellence (RBMce) 25

Question and Answer Period Thank you for attending!!