Result-Based Management (RBM) for the Public Sector

Course Contents

Module 1 – Introduction to RBM

• • • • Definitions and core concepts – what RBM is/is not
      • The need for RBM
      • Elements of RBM
      • Role of RBM
      • RBM Performance measures – leading and lagging
      • RBM KPIs – leading and lagging
      • Developing (project/strategy) strategy maps using RBM
      • Lessons learned on Day 1

Module 2 – Understanding Core Processes

• • • • Understanding core RBM processes, activities and competences
      • Identifying customer perspectives
      • Identifying internal perspectives
      • Identifying learning and innovation perspectives
      • Assessing leading indicators in each perspective
      • Building cause and effect connections
      • Challenging the linkages effectively and efficiently
      • Lessons learned on Day 2

Module 3 – Implementing RBM

• • • • Implementing, communicating and cascading RBM
      • Checking for alignment RBM to the strategy
      • Checking for alignment of the operational drivers
      • Does the line of sight work?
      • Auditing using RBM
      • Information systems/technology as support tools for RBM
      • Lessons learned on Day 3

Module 4 – Measurement and Decision Making

• • • • Quantifying the organization via RBM
      • Measuring the unmeasurable = quantifying the qualitative
      • Defining metrics that work in your organization
      • Avoiding easy metrics that do not support the strategy or project
      • Changing metrics when their cause and effect link is not valid
      • Allocating resources to support strategic intent recognized in RBM
      • Recognizing that RBM is a communications system for organizational change
      • Lessons learned on Day 4

Module 5 – Presentation of Management Information that makes a Difference

• • • • Management reporting of RBM KPIs
      • Automated reporting issues
      • Finding approaches to present ambiguous information in an informed way
      • Building risky information into RBM
      • Mutual critique of the RBM developed
      • Mutual critique of RBM KPIs developed
      • Third generation Balanced Scorecards and RBM
      • Lessons learned on Day 5

Module 6 – Operationalizing RBM

• • • • Leadership, culture and systems required by RBM
      • Cause and effect analysis
      • Situational analysis
      • Problem analysis: problem tree
      • Stakeholder analysis
      • Performance management framework
      • Results Based Costing and Budgeting
      • Results Based Reporting
      • Risk Management: identifying risk, analysis of risk impact and mitigation strategies
      • Lessons learned on Day 6

Module 7 – Build RBM Skills in Staff (Responsible for Projects)

• • • • RBM skills and tools necessary for effective and efficient management
      • Understanding the value of RBM and knowledge of improved methods of coordinating program steps
      • Aligning RBM with delivering organizational program goals (strategies or projects)
      • Identify clear and measurable results – i.e. what a project aims to achieve
      • Define projects at different levels, including ‘outputs’, ‘outcomes’ and ‘impact’
      • Lessons learned on Day 7

Module 8 – Selecting Indicators to Measure Progress towards each Output, Outcome and Impact

• • • • Set targets for each indicator used to judge performance
      • Develop systems to collect data on actual results
      • Compare actual results to the targets
      • Collect any additional information that may be needed (e.g. by an evaluation)
      • Use performance information to make decisions about the project, learn what works and what doesn’t and report to external stakeholders
      • Lessons learned on Day 8

Module 9 – Securing Stakeholder Buy-In

• • • • Focusing on the issues that deliver maximum results/benefits
      • Improving the communication skills that win over important stakeholder “buy-in” to improve their expectations and support
      • Reduce the risks of carrying forth long projects that could lead to poor results
      • Using monitoring and evaluation techniques to path the way to successful results
      • Overcome the resistance from stakeholders by enabling solid evidence and benefits that secures ongoing (funding) support
      • Lessons learned on Day 9

Module 10 – Putting It All Together

• • • • RBM planning and reporting
      • Evaluating for Results: application of evaluation and its uses
      • Principles, norms and standards for evaluation
      • Roles and responsibilities in evaluation
      • Requirements for program units
      • Steps in the evaluation process
      • Course summary: avoiding the pitfalls of RBM tips and hints