RESULT BASED MANAGEMENT, logical frame analysis

logical framework analysis, tree analysis dan result based management

1. RESULT-BASED MANAGEMENT: LOGICAL FRAMEWORK ANALYSIS

2. The process of setting goals , developing strategies , outlining the implementation arrangements and allocating resources to achieve those goals. Planning helps to define what an organization, programme or project aims to achieve and how it will go about it. PLANNING Source: UNDP, 2009

3. The ongoing process by which stakeholders obtain regular feedback on the progress being made towards achieving their goals and objectives. Reviewing progress against achieving goals. “Are we taking actions we said we would take?” and “Are we making progress on achieving the results that we said we wanted to achieve?” MONITORING Source: UNDP, 2009

4. Rigorous and independent assessment of either completed or ongoing activities to determine the extent to which they are achieving stated objectives and contributing to decision making. Can apply to many things: activity, project, programme , strategy, policy, topic, theme, sector or organization. Rigorous in their procedures, design and methodology, and generally involve extensive analysis. EVALUATION Source: UNDP, 2009

5. PLANNING, MONITORING & EVALUATION Source: UNDP, 2009

6. A broad management strategy aimed at achieving improved performance and demonstrable results , and has been adopted by many multilateral development organizations, bilateral development agencies, and public administration throughout the world. RESULT-BASED MANAGEMENT ( RbM ) Source: UNDP, 2009

7. Source: UNDP, 2009

8. The initial issues note and draft work plan for the planning process (outline of activities, schedule, and costs). Stakeholder influence and importance matrix . List of key problems identified . Prioritized list of problems. Cause-effect diagram or problem tree for each prioritized probles . Vision statement for each prioritized problem. Results map for each prioritized problem. Results framework for the programme or project document. MAIN DELIVERABLES TO BE PRODUCED IN THE PLANNING FOR RESULTS PROCESS Source: UNDP, 2009

9. Source: UNDP, 2009 CONSTRUCTING LOGICAL FRAMEWORK ANALYSIS

10. Source: ADB, 2007

11. STAKEHOLDER ANALYSIS

12. Suatu teknik yang dapat digunakan oleh seluruh stakeholders , untuk memahami persepsi mereka terhadap suatu masalah sekaligus hubungan sebab-akibatnya . Pohon masalah merupakan suatu alat diagnosa untuk menganalisis situasi di sekitar konteks suatu masalah . Pohon masalah mengidentifikasi masalah-masalah utama berupa pernyataan kondisi negatif . PROBLEM TREE MODEL

13. Source: UNDP, 2009

14. PROBLEM TREE MODEL Begin with a major issue or problem that was identified and write it down on the trunk of the problem tree. Brainstorm on the major causes of the problem. It is often helpful to thinks in terms categories of causes: policy constraints, institutional constraints, capacity weaknesses, or social or cultural norms. Brainstorm the possible causes of the problem by asking. Stakeholder should try to analyze the issues at a deeper level.

15. PROBLEM TREE MODEL Attach the answer to roots of the tree. For each answer, drill down further by asking “Why has this happened?” Stakeholders should not stop at the first level of a reason or cause, but ask whether there is something else behind that cause. Repeat this exercise for each cause identified. Stakeholders should not stop when they run out of additional reasons or ideas on what is causing the problem.

16. Incidence of bus accidents is high Drivers do not follow rules Buses in poor condition Road condition is bad Drivers are not trained Routine repairs are not made New buses have not been purchased Many old buses Buses are maintained poorly Mechanics are not skilled Limited capacity of workshop Source: ADB, 2007

17. Source: UNDP, 2009

18. Pohon masalah dapat dikonversi menjadi pohon tujuan , dengan mengubah pernyataan masalah menjadi pernyataan tujuan berupa pernyataan yang bersifat positif dan konstruktif . Source: UNDP, 2009 OBJECTIVE TREE MODEL

19. Incidence of bus accidents is high Drivers do not follow rules Many technical problems of buses Road condition is too bad Drivers are not trained Regular tech. is not done New buses has not been purchased Many old buses Bus is maintained poorly Mechanics tech. is inadequate Insufficient equipment at workshop Incidence of bus accidents is lowered Driver follows rules Fewer technical troubles Better road infrastructure Bus drivers trained Regular tech. check done New buses purchased Fewer old buses Bus is maintained adequately Mechanics skills are improved Sufficient equipment provided Source: ADB, 2007

20. Source: UNDP, 2009

21. Apabila sumber daya finansial ataupun institusional tidak memadai untuk menangani seluruh permasalahan , kita perlu membuat klaster permasalahan . Source: UNDP, 2009 ALTERNATIVE ANALYSIS

22. Bus accidents reduced Driver follows rules Fewer technical troubles Better road infrastructure Bus drivers trained Regular tech. checks made New buses purchased Fewer old buses Buses are maintained adequately Mechanics skills are improved Sufficient equipment provided If we cannot afford to do everything, what do we do? Driver Training Approach Bus Maintenance Approach Road Improvement Approach Source: ADB, 2007

23. Source: UNDP, 2009

24. Hierarki permasalahan dan penyebabnya dalam suatu pohon masalah pada dasarnya terkait dengan hierarki impact, outcomes, outputs, dan inputs dalam suatu kerangka logis ( logical framework ). ANALISIS KETERKAITAN Source: ADB, 2007

25. Source: ADB, 2007 MENGHUBUNGKAN POHON MASALAH DAN LFA

26. What are the project impact , outcomes and outputs? Incidence of bus accidents reduced Drivers follow rules Fewer technical troubles Bus drivers trained Regular technical checks New buses purchased Fewer old buses Buses are maintained adequately Mechanics tech. is improved Sufficient equipment provided Source: ADB, 2007

27. Vision as the changes we want to see : clear, realistic, agreed upon (normally 5 – 10 years). In terms of how the region, society, community, or affected people’s lives will have improved within the time period. Do not focus on how the situation will be improved, or what needs to be done to change the current situation. VISION STATEMENT Source: UNDP, 2009

28. Think of the most immediate results first! In developing the map, focus should be on thinking through what needs to be on the ground in order to impact the lives of people. Identify unintended outcomes or effects and risks and assumptions Assumptions : the necessary and positive conditions that allow for a successful cause-and-effect relationship between different levels of results. Risks : potential events or occurrences beyond the control of the programme that could adversely affect the achievement of results. RESULT MAPPING TECHNIQUE Source: UNDP, 2009 Source: UNDP, 2009

29. Source: UNDP, 2009

30. Source: UNDP, 2009

31. Source: UNDP, 2009

32. Source: UNDP, 2009

33. Indicators are signposts of change along the path to development. Critical for monitoring and evaluation. Indicators help to: Inform decision making for ongoing programme or project management Measure progress and achievements, as understood by the different stakeholders Clarify consistency between activities, outputs, outcomes, and impacts Ensure legitimacy and accountability to all stakeholders by demonstrating progress Assess project and staff performance PERFORMANCE INDICATORS Source: UNDP, 2009

34. Quantitative indicators: statistical measures Qualitative indicators: compliance with, quality of, extent of, level of Proxy indicators: less direct way of measuring progress against results E.g.: “improved capacity of local government authorities to deliver solid waste management services in an effective and efficient manner”  indicators? TYPES OF INDICATORS Source: UNDP, 2009

35. Direct: Hours of down time (out-of-service time) of solid waste vehicle fleet due to O&M and other problems; Percentage change in number of households serviced weekly; Percentage change in number of commercial properties serviced weekly; etc. Proxy: Percentage of clients satisfied with the quality and timeliness of services provided by the solid waste management service. DIRECT VS PROXY INDICATORS Source: UNDP, 2009

36. Impact indicators Reduction in poverty and hunger: poverty rate, gini coefficient, percentage of population living in extreme poverty, level of infant malnutrition. Outcome indicators Improved e-governance capacity of key central government ministries and agencies by 2015: no. of websites, types of information, etc. Output indicators District school teachers trained: number of teachers trained by the end of 2010, percentage of teachers trained that were rated as more effective in doing their jobs one year later. LEVEL OF INDICATORS Source: UNDP, 2009

37. Baseline data establishes a foundation from which to measure change. Target will normally depend on the programme period and the duration of the interventions and activities (normally 5 – 10 years). BASELINE AND TARGETS Source: UNDP, 2009

38. Results statements and indicators should be SMART. “M” here stands for measurable, which implies that the data should be readily available in order to ascertain the progress made in achieving results. MEANS OF VERIFICATION Source: UNDP, 2009

39. Source: UNDP, 2009

40. References UNDP (2009) Handbook on Planning, Monitoring and Evaluating for Development Results , New York, USA.