Krishna Prasad Dhakal Program Director National Planning Commission Secretariat.
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Transcript of Krishna Prasad Dhakal Program Director National Planning Commission Secretariat.
Krishna Prasad DhakalProgram Director
National Planning Commission Secretariat
Managing For Development Results
(MfDR)
MfDR is a management strategy that focuses on using performance information to improve decision making.
MfDR mobilizes all human, financial,
technological and natural resources –
domestic and external – to achieve
desired development results.
Managing for Development results
It shifts the focus from inputs (“how much money will I get,
how much money can I spend?”)
to measurable results (“what can I achieve with the
money?”) at all phases of the
development process.
Managing for Development Results
At the same time, MfDR focuses on providing sound information to improve decision-making.
This entails tracking progress and managing business based on solid evidence and in a way that will maximise the achievement of results.
Managing for Development results
MfDR implies that goals are clear, measurable, limited in number and concrete, with time-bound targets.
At the same time, they must be expressed in human terms (i.e. as development outcomes).
For this reason, MfDR is more than a methodology: it is a way of thinking and acting, built on a practical toolbox for improved public management.
Source- www.oecd.org/dac/effectiveness/results
Managing for Development results
Linking resources to results
Improving the effectiveness of public management
Optimum utilization of scarce resources
Demonstrating results and value for money
Aid-effectiveness
Why MfDR?
Enhances government performance and accountability through-
setting clear objectives and goals,
Evidence-based decision-making,
Transparency and
continuous adaptation and improvements
Developing performance and result culture
Why MfDR?
What is result culture?
What is not counted?
What is counted?
How many clinics have been built
Whether citizens’ health has improved
How many schools have been constructed
How many girls and boys are better educated
How many dollars were loaned to a country
Whether the country has less poverty
If you do not measure results, you cannot tell success from failure
If you cannot see success, you cannot reward it
If you cannot reward success, you are probably rewarding failure
If you cannot see success, you cannot learn from it
If you cannot recognize failure, you cannot correct it
If you can demonstrate results, you can win public support
Soucrce- world bank
Why result culture is?
MfDR concept emerged as a tool for linking outcome and output with inputs and activities thereby improving the effectiveness of resources spent.
From the realization of the need for concepts that ensure aid effectiveness (Monterrey conference on Finance and development in Mexico, 2002) to evolution of the concept, principles and practices (WB and Marrakech, Morocco Round Tables, 2004) and to sharing of country practices on MfDR in Vietnam (2007), it has attracted attention of both donors and recipients as well as the development experts around the world.
Evolution of MfDR
At the Paris High-Level Forum on Aid Effectiveness (2005), donor agencies and partner countries committed to specific
action for country ownership, harmonization, and mutual accountability for the use of aid.
Evolution of MfDR
1. Focusing the dialogue on results at all phases of the development process
- Ensuring outcome and output at all phases of development process.
2. Aligning programming, monitoring, and evaluation with result
- Implementation strategies design to support outcome and output.
Five Principles of MfDR
3. Keeping measurement and reporting simple- Designing simple indicators to measure
outcome, enhance data base and practice simple formats for regular reporting.
4. Managing for, not by, results- Expected outcome and output determining
activities and inputs – reversing the conventional trend of determining outcome based on inputs.
5. Using results information for learning and decision making
Five Principles of MfDR
setting goals and agreeing on targets and strategies;
allocating the available resources to activities that will contribute to the achievement of the desired results;
monitoring and evaluating whether the resources allocated are making the intended difference;
reporting on performance to the public;
feeding back information into decision-making.
MfDR cycle
Measureable Indicators
Result matrix
Business plan
Result-based budgeting
Result-based M&E
Major Components of MfDR
A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.
Concept of Business Plan
Business Plan
The concept of business plan was come from private sector
Business plan is a backbone of MfDR.
Business plan is normally prepared for 3 years in rolling basis.
Business plan is to update every years because of its rolling
feature.
MfDR links macro and micro plan.
It establishes relationships between central\periodic plans and sectoral\ministerial plan and activities.
MfDR as a link Between Macro and Micro planning
Key outcomes (i.e. strategic objectives)
Performance measures and targets
Time frames and responsible agencies
Expenditure/Budget estimates
Monitoring and Evaluation mechanisms
Critical factors for successful implementation (key success factors)
Business plan provides -
A business plan will-• Clarify thematic priority areas of interventions;
• Specify Budget allocation required for achieving outcomes by driving the budgetary system toward a performance base;
• Serve as a basis for negotiation between the budgetary authority and the related organization;
A Snapshot of the Business Plan
A business plan will-• Work as a basis for developing key performance
indicators;
• Work as a basis for performance contract with the pilot organizations;
• Work as a basis for performance measures of the implementation plans;
• Help in prioritizing outcomes; and
• Help in aid harmonization and aid effectiveness.
A Snapshot of the Business Plan
Indicative Table of Contents for the Business Plan
Development Context and Background
Vision and mission, goals, mandates, objectives and priorities
Major problems, challenges and opportunities (performance gaps and readiness analysis)
Key objectives and Expected outcomes – linked to TYP
Quantitative Targets – linked to TYP but disaggregated for each of three year
Strategies and Policies - linked to TYP
Core programs to achieve the objectives and quantitative targets (review of ongoing programs and prioritization)
Indicative Table of Contents for the Business Plan
Budget Allocation (Investment plan linked to MTEF)
Institutional development – address sources of gap identified through Readiness Assessment Analysis
Monitoring and Evaluation
Critical factors for successful implementation- Risk/Assumption
Indicative Table of Contents for the Business Plan
APPENDICESAppendix I: Results Matrix ( with all the
essential components )
Appendix II: Results Based Monitoring Framework
Any other Appendices
Indicative Table of Contents for the Business Plan
Category Indicators Means of verifications
Risk and Assumption
Impact
Outcome
Outputs
Activities
Inputs
Result Framework
Nepal as LeaderThe Government of Nepal is regarded as a
leader in the implementation of managing for development results (MfDR) in the South Asia region.
It has taken concrete steps in developing some core elements of results-based management.
It has established an MfDR framework and put in place mechanisms that link planning, budgeting, project and/or program implementation, and monitoring to development results (outputs and outcomes).
RBB/MfDR in Nepal
MfDR was started in 2007 with a technical assistance of ADB.
The first project (Fiscal year 2007-2009) initiated MfDR in 3 Ministries (Education, Local Development and
Physical Planning) and 3 districts (Dang, Jumla and Jhapa).
The second project funded by ADB (from July
2009- July 2011) introduced MfDR in 2 more ministries (Agriculture and Energy) and 6 departments.
RBB/MfDR in Nepal
Now 5 Ministries and 8 Departments have prepared business plans and they are in the process of implementation.
Result-based budgeting (RBB) is already in implemented in 2 Government institutions (Department of Transport Management and Katmandu Valley Traffic Police Division.)
RBB/MfDR in Nepal
Government of Nepal is planning to continue MfDR in above-mentioned 13 government ministries and departments.
GoN will introduce MfDR in other 13 (4 ministries namely Health and Population, Forest and Soil
Conservation, Irrigation and Peace and Reconstruction and 9 more departments) government institutions.
GoN will mobilize its own resources to bring in action above-mentions activities.
RBB/MfDR in Nepal
Major steps taken in this regard are-Preparation of Periodic Plans (PRSP & TYIP),
and Long Term Vision Documents
Linking Budget Allocation to Development Priorities through MTEF and Business Plans
Establishment & Strengthening of M&E Systems (PMAS, PPIS)
Start of Results Based Monitoring (Result-based M&E guidelines 2011 is prepared by NPC for donor-funded p1 projects.)
RBB/MfDR in Nepal
Major steps taken in this regard are-
Performance-based Budget Release
Tracking of High Priority Policies
Public disclosure of the Key Information
Public Sector Reform
RBB/MfDR in Nepal
To integrate, streamline, and institutionalize MfDR framework at all levels of the Government.
To enhance institutional and individual capacity in public sectors.
Political transition
To establish and strengthen effective M&E system.
To ensure quality of service performed.
Challenges of RBB/MfDR in Nepal
We are moving forward on the way of RBB/MfDR with great enthusiasm and hope.
We do believe that the global partnership and experience sharing are equally important in this endeavor.
At last but not the least…….