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Book (stand-alone)Results-based public management: Tools for the design and implementation of public rural development programs with a project cycle approach
Module 1: Diagnosis
2014Also available in:
Many countries have begun to realize the need to pursue results-based public management, in order to ensure more efficient and effective public spending. The essence of managing for results lies in the establishment of expected objectives and outcomes, around which public sector managing is organized in order to achieve them. Such managing rests on four basic principles: a) focusing on results; b) the linking of planning, programming, budgeting, and monitoring and evaluation with results; c) the measurement and generation of information on results; and d) the use of results information to support decision-making and accountability. In order for the results orientation of public policy to be effective, the problem that such policy addresses must be clearly identified and defined, which will make it possible to establish, in turn, clear objectives based on the outcomes that are sought with the implementation of such policy. Nevertheless, it is common to find in the programs or projects t hat implement the public policy that the definition of the problem being addressed is unclear, and sometimes even absent. In this regard, often the programs and projects that make up the public policy of the sector are not based on a diagnosis that identifies and defines the problem they seek to address; instead they arise in large part from predecessor programs, to which adjustments are made in terms of relocation of program outputs, updating of aid amounts, etc., and as such they are unrelated to the problem that gave rise to their existence. Therefore, the diagnosis of the situation that a development program or project is intended to address is the first step that should be taken in its planning and implementation. -
Book (stand-alone)Results Based Public Management: Tools for the Design and Implementation of Public Rural Development Programs with a Project Cycle Approach
Module 2: Design
2014Also available in:
Since the Marrakech Round Table in 2004, the international community has supported five specific commitments related to improving the effectiveness of development assistance1, synthesized in the concept of “Managing for Development Results”. This implies taking into account from the beginning of any initiative, project or program the expected outcomes and how to achieve them. Furthermore, the implementation, progress monitoring, and subsequent evaluation should consider the expected outcomes tha t were established at the beginning of the process. In this regard, there is a great challenge for developing countries to adopt a new vision. This means breaking with old customs and patterns in the manner of handling the project cycle, changing from a focus on addressing demand to a planning process for achieving specific outcomes, established from the beginning. While there is no single approach, since each country, each sector and each project presents particular situations, there are experi ences that can be systematized and shared. The preparation of a set of tools for results based management responds to the need to break with inertial operating schemes of public development programs in the majority of countries, which do not contemplate efficiency and efficacy in achieving results. The absence of such an approach implies that substantial resources are spent without a timeframe for resolving the problems that the public interventions are intended for. The document “Results based public management: Tools for the design and implementation of public rural development programs with a project cycle approach” includes the four phases of the life cycle of a project or program. The second module presents the procedure and methodological tools for the design of a program or project which will be synthesized in the Logical Framework. In this module the methodology is shown for conducting the objectives analysis and the alternatives analysis, constructing performance indicators, i dentifying the means of verification, identifying risk and assumptions, and collecting counterfactual data for a baseline of the performance indicators of the program or project. -
Book (stand-alone)Results-based public management: Tools for the design and implementation of public rural development programs with a project cycle approach
Module 4: Evaluation
2014Also available in:
The evaluation is the stage that closes the virtuous circle of the project or program cycle. It involves the measurement and comparison of the impacts of the interventions with respect to their expected outcomes; in other words, what was planned and what was achieved, and how it was achieved. In this regard, the evaluation establishes whether the implementation of the project or program changed the targeted situation or resolved the targeted problem, and measures the magnitude of the change. Thu s, the impact evaluation reveals whether a program has had the desired effects on the target population and whether those effects are attributable to the interventions of the program. The impact evaluation can also explore unintentional consequences, whether positive or negative, on the beneficiaries.
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