Workshop Result-Based Management (RBM) for the Public Sector

Results-Based Management (RBM) is learning how to design and use a strategic performance effectiveness management tool that clarifies where performance is strong or weak typically using the third generation balanced scorecard. RBM is simply a management tool that uses feedback loops to achieve organizational strategic goals and is fast becoming the preferred system used in government where purely financial measures are not the key drivers and there is no competition to benchmark against.

RBM asserts that everybody who contributes directly or indirectly to the desired organizational result should map out their product or service processes and systems showing how they all contribute to the desired result. This ‘result’ maybe a physical output, a change, an impact or a contribution to a higher-level goal. Information (evidence) of the actual results is used for accountability, reporting and to feedback into the design, resourcing and delivery of projects and operational activities.

The important features of the Results-Based Management  (RBM) training course are:

• Mapping of connections between the parts
• Identifying the key features of a results culture to show how the system should work as a unified whole
• Exploring key success factors
• Using the model to identify strengths, weaknesses and gaps in their own RBM systems and cultures
• Developing a strategy to address their priorities

By attending Results-Based Management  (RBM) training course, delegates will be able to:  

• Understand what RBM is and is not
• Use RBM principles and processes
• Theory of change and strategic results framework
• Risk registers
• Integrated monitoring and evaluation
• The use of evidence from monitoring and evaluation in decision-making
• Meaningful reporting to key stakeholders.
• Put RBM into practice
• Design, implement and monitor the RBM framework
• Master the principles and practices of risk management when applied to RBM

The Results-Based Management  (RBM) training course is designed for project managers, senior managers and their team members.  Participants will be encouraged to consider their current organizational strategies when we apply the RBM concepts introduced to training case studies.

This practical and results-oriented course is based on adult learning concept using case studies. Emphasis is on practical skills. Plenary presentations, case studies, role-playing and group work with the use of templates and practical tools will be supplemented with knowledge transfer activities that each participant will develop and implement in their work. The number of participants will be restricted on the training to ensure quality time utilization for each participant.

Pre & Post course assessments will be used to measure the effectiveness of this training.

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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