Incorporating Gender into an Integrated Results Management System in OBB
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1 Asian Regional Conference Gender Responsive Budgeting (GRB) Narratives: Transforming Institutions, Empowering Communities Bayview Hotel, Georgetown Penang, Malaysia February 2014 Incorporating Gender into an Integrated Results Management System in OBB
2 Outline Integrated Approach to RBM Logic Model in an Integrated Approach Participatory Evaluation Options
3
4 Figure 1 Integrated Results-Based Management: 5 Main Components 21 Integrated Development Planning 1 Systematic & structured approach to dev t planning with full vertical-horizontal integration & focus on program outcomes & impact Result Based Budgeting 2 Provides an integrated program and resultsbased approach to planning & management of financial resources IRBM Personnel Performance 3 Ensures personnel performance at every level is linked systematically with substantive program performance Monitoring & Evaluation 4 Mandates structured monitoring and evaluation to support systematic program performance management CeDRE International Management Information System 5 Provides critical information to support informed decision making for program improvement and adjustments to strategies & policies
5 Planning, Budgeting and M&E Cycle Summative Formative Setting Nat l Priorities & Goals Evaluation Macroeconomic Planning MTF Program Rectification Revenue policy Debt policy Results Based Budget Formulation Outcome planning Performance Budgeting Program Delivery Program Implemen n Performance Monitoring & Reporting Delegation and accountability Expenditure Management 5
6 Political Thematic Consultative Election Manifesto Stakeholder Needs Client Needs POLICY MINISTRY DEV AGENCIES
7 ProLL 2010 Rasappan, A & Winston. J, CeDRE International
8 Use of Program Logic and Program Theory in Planning, Budgeting and M&E CLIENTS/ STAKEHOLDERS NEEDS/PROBLEMS POLICIES STRATEGIES DEMAND ANALYSIS Needs Fulfillment / Problem alleviation (rate / level) Purpose in Life / Mission/Goals/ToR PROGRAMME EFFECTS PRELIMINARY OUTCOMES Outcome Achievement (rate / level ) PROGRAMME RESULTS IMPACT TERTIARY OUTCOMES INTERMEDIATE OUTCOMES PROGRAMME PROGRAMME OUTPUTS PROCESS OUTPUTS PROGRAMME DELIVERY ProLL 2010 Rasappan, Arunaselam & Winston, Jerome, CeDRE International PROCESS/ACTIVITIES INPUTS 8
9 Use of Program Logic and Program Theory in Planning, Budgeting and M&E CLIENTS/ STAKEHOLDERS IMPACT NEEDS/PROBLEMS POLICIES Needs Fulfillment / Problem alleviation (rate / level) Purpose in Life / Mission/Goals/ToR Outcome Achievement (rate / level ) TERTIARY OUTCOMES INTERMEDIATE OUTCOMES STRATEGIES PRELIMINARY OUTCOMES PROGRAMME PROGRAMME OUTPUTS PROCESS OUTPUTS PROCESS/ACTIVITIES ProLL 2010 Rasappan, Arunaselam & Winston, Jerome, CeDRE International INPUTS 9
10 STRATEGIC PLANNING AND PROGRAM LOGIC UNDER OBB Outcomes Needs/Problems Clients/Stakeholders Management Tools Used in identifying the Needs/Problems and defining the hierarchy for the outcomes Problem Tree Analysis Objective Tree Analysis Outcomes are the changes we bringing to a problem or need situation linked to our clients and stakeholders What is an Outcome?
11 STRATEGIC PLANNING AND PROGRAM LOGIC UNDER OBB Outcomes Needs/Problems Clients/Stakeholders Outcome statement has to be linked to overcoming and resolving these Issues Children s issues survival protection development participation Health Issues accessibility cost quality prevention Needs/Problems Analysis how extensive is the needs/problem what is causing the needs/problems is it within the mandate of the ministry Identify the root cause can the outcome address the needs/prob Clients fundamental reason for the existence of The Program Children as a client group are they homogenous are their needs similar are they facing the same problems detailed classification required
12 STRATEGIC PLANNING AND PROGRAM LOGIC UNDER OBB Outcomes Outputs Needs/Problems Clients/Stakeholders Products OR Service In Public Sector terms, produced OUTPUTS are by a Program Training Programs Awareness Programs Primary Health Programs Nutrition Programs Counselling Programs New Children's Facilities using the same Logic Model we have to identify the Outputs that will result in the Outcomes OBB Project Team, Ministry of Finance, Malaysia
13 STRATEGIC PLANNING AND PROGRAM LOGIC UNDER OBB Outcomes Outputs Inputs Needs/Problems Clients/Stakeholders resources such as financial, human & others are commonly called Inputs to generate Outputs, Resources are required OBB Project Team, Ministry of Finance, Malaysia
14 STRATEGIC PLANNING AND PROGRAM LOGIC UNDER OBB Outcomes Outputs Process Needs/Problems Clients/Stakeholders however Inputs must be transformed into Outputs through a Process Putting content into process is Strategy Inputs OBB Project Team, Ministry of Finance, Malaysia
15 PROGRAM SETTING Integrated national plans to achieve long term objectives National level National programmes needed to achieve integrated national plans Ministerial Programmes linked to complete national programmes Ministry / Agency level Activities required to complete the ministerial programmes
16 PROGRAMMES AND BUDGET Integrated national plans to achieve long term objectives National level National programmes needed to achieve integrated national plans Ministerial Programmes linked to complete national programmes Ministry / Agency level Activities required to complete the ministerial programmes National National Programme 1 National Programme 2 National Programme 3 National Programme N Ministry 1 Ministry 2 Ministry 3 Ministry N * Note: Activities include both development and operating Programme1 Programme 2 Programme 3 Programme N Programme 1 Programme 2 Programme 3 Programme N Activity 1 Activity 2 Activity 3 Activity N Activity 1 Activity 2 Activity 3 Activity N
17 Matrix View of an Integrated OBB 5 YR DEV PLAN Sector / Key Results Area P1 P2 M1 P1M1 P2M1 P1M1OE1 P1M1OE2 P1M1OE3 P1M1DE1 P1M1DE2 P2M1OE1 P2M1OE2 M2 M3 P1M3 P2M3 P2M2 P2M2OE1 P2M2OE2 P2M2OE3 M Ministry P Program OE Operating Expenditure DE Development Expenditure P1M3OE1 P1M3OE2 P1M3OE3 P2M3OE1 P2M3OE2 P2M3OE3 P2M3DE1 P2M3DE2
18 OBB STRATEGIC PERFORMANCE PLANNING LINKAGES (Building the Accountability Framework) ProLL Applied at all Levels National Level National Thrust Area National Key Results Area National Outcome Key Performance Indicator National Programmes Ministry Level Ministry Outcome KPI Programmes Programme Level Programme Outcome KPI Activity Activity Level Activity Outcome KPI Activity Output (Budgets Built Here) PI NRF Ministry Executive Summary(MES) Program Performance Management Framework (PPMF) Activity Performance Management Framework (APMF) Performance Planning (Top-Down)
19 Budget Cycle LONG TERM PLANNING (EPU) DEVELOPMENT PROJECTS ANNUAL BUDGET FISCAL & ECONOMIC ECONOMIC FORECAST TAX DIVISION REVENUE FORECAST EXPENDITURE ESTIMATES BUDGET DIVISION MINISTRIES CALL CIRCULAR & EXPENDITURE TARGETS Sept Dec BUDGET CONSULTATION PROGRAMS & BUDGET PROPOSALS BUDGET EXAMINATION BY BUDGET REVIEW OFFICERS Jan Mar CABINET APPROVAL Aug ECONOMIC REPORT FINANCIAL ACT SUPPLY ACT & DEVELOPMENT RESOLUTION Sept PARLIAMENT APPROVAL GENERAL WARRANT Dec IMPLEMENTATION 19 BY MINISTRIES
20 What can be Improved
21
22 Internalized Evaluation Model Agency has ownership over the evaluation process. Objective to improve not to prove. Facilitates using the process and results for program improvement and decision making. Improved communication and shared understanding between different contributing partners in development Evaluation is ingrained in the day-to-day operations of an organisation a value system Evaluation is regarded as a continuous developmental process and not just a report card process Promotes a learning organisation and continuous improvements.
23 terima kasih thank you
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