Investigating The Applicability Of Results-Based Management In A Developing Country

1
Investigating The Applicability Of Results-Based
Management In A Developing Country
September 11-13, 2006
3rd Quality Conference
Arab academy for Science and Technology Productivi
ty and Quality Institute
Prepared by Dr. Sherif A. El Araby
Ms. Alia E. Islam
2
Purpose

• The purpose of this paper is to investigate the
  success or failure of RBM implemented in Egypt by
  donor agencies which indicates the applicability
  of this approach in the Arabian culture or will
  it need modifications.

3
Methodology

• This paper is divided into three parts as
  follows
• Part 1 The approach of "Results based
  Management" as a newly introduced approach in
  performance measurement in public sectors of
  different developed countries and donor agencies,
  and proved to be effective as will be shown in
  the paper.
• Part 2 An example of a donor agency project
  implemented in Egypt using RBM. This part reveals
  the profile of the project, the RBM
  implementation, and its success or failure.
• Part 3 Conclusions and recommendations.

4
PART (I)Results-Based Management (RBM) Approach
5
Definition of Results-based Management

• The following table shows points of agreement and
  differences between several perspectives
  concerning RBM definition.

6
Comparisons of RBM Definitions
UNFPA (2004) UNFPA (2001) OECD (2002) Ortiz et. al. (2004) Points of Comparison
? ? Management approach and strategy
? ? Team based approach
? ? Improve program
? ? Monitoring of progress, self-assessment and reporting
7
Flow of RBM implementation Process
8
Origins of Results-based management (RBM)

• In the 60s Peter Drucker began a technique called
  Results-based management which grew into the
  Logical Framework for the Public Sector in 70s.
• RBM is not a new technique in management. It is
  an evolution in management, as its origins stems
  from the management sciences and is closely
  linked to prior efforts of implementation of the
  Management-By-Objectives (MBO) approach which
  suffered from limitations that led to using it as
  a theoretical idea that practically could not be
  applied.

9
Importance of Results-based Management (RBM)

• Stakeholder participation
• Periodic evaluations, result analysis and regular
  reporting on them
• Produce knowledge and understanding
• Accountability
• Transparency

10
RBM Language and Culture
11
RBM Language and Culture (Cont)
Results Chain Results Chain Results Chain Results Chain Results Chain
HOW Should this be implemented? WHAT Should be produced? WHAT Results do we expect from this investment? WHAT Results do we expect from this investment? WHY Should we do this?
Inputs Activities Outputs Short-Term Outcomes Long-Term Impacts
12
RBM and Donations

• For achieving the required purpose of this paper
  donor agencies are introduced briefly in the
  following slides.

13
Donor Agencies

• Donor agencies country citizens require
  accountability in the expenditure of donated
  funds. Consequently, donor agencies started to
  establish results based management systems.

14
Donor Agencies

• Donor agencies are divided into
• Bilateral
• Multilateral donor agencies

15
Multilateral donor agencies

• "Multilateralism is an international relations
  term that refers to multiple countries working in
  concert."

16
The United Nations Development Program (UNDP)

• UNDP has an experience in implementing RBM.
• UNDP discovered that results management systems
  should be changed and modified according to the
  needs of the country under donation.

17
Bilateral donor agencies

• Bilateralism is a term used to refer to the
  relations done between two countries in different
  fields of interests.

18
Bilateral donor agencies (Cont)

• Canadian International Development Agency (CIDA)
  is one of the bilateral agencies.
• CIDA is one of the donor agencies that uses RBM
  in their projects.
• It is also one of the few donor agencies that
  uses RBM in projects implemented in Egypt.

19
CIDA projects in Egypt

• CIDA implemented several projects in Egypt such
  as
• Egyptian labour market service reform 2001 2006
  
• National water quality and availability
  management program (NAWQAM) 1997 2008

20
PART (II) National Water Quality and
Availability Management (NAWQAM)
21
RBM in Egypt

• RBM is used in Egypt through NAWQAM project which
  deals mainly with water supplies, the following
  slides give a brief background about water
  resources in Egypt and the reason for adopting
  the project.

22
Background
23
Egypt's challenges

• Egypt faces several challenges concerning water
  resources such as
• Growing population
• Limited water supply and increased demand
• Signs of water scarcity

24
Introduction to NAWQAM

• The (NAWQAM) Project is a seven-year jointly
  funded project by the Egyptian Ministry of Water
  Resources and Irrigation (MWRI) and The Canadian
  International Development Agency (CIDA)

25
Introduction to NAWQAM (Cont)

• It aims to assist the Egyptian Government with
  the management of all water resources and
  developing "an effective and coordinated national
  system for sustainable water resource management
  in Egypt".

26
NAWQAM Project Components

• NAWQAM consists of five components
• Component 1000, the National Water Quality
  Monitoring activities
• Component 2000, the Water Availability Management
  (WAM) activities.
• Component 3000, the Drainage Water Re-use and
  Pilot Schemes activities.

27
NAWQAM Project Components (Cont)

• NAWQAM consists of five components
• Component 4000, the Information and
  Communications Management.
• Component 5000, Project Management and
  Administration.

28
RBM in NAWQAM

• Each component in NAWQAM had its individual
  framework.
• The first four components shared the same RBM
  impacts needed in the end of the project.

29
NAWQAM needed Impacts

• RBM impacts needed in the end of the project are
• Improved national water resources management
  policies.
• Integrated management and sustainable use of all
  water resources

30
NAWQAM Results

• The project is intended to end in 2008.
• The last report of the project concerning the
  period 2005-2006
• NAWQAM almost reached the impact needed by the
  project.

31
NAWQAM Results
Seven Years Progress
32
PART (III) Conclusions and Recommendations
33
Conclusion

• RBM has proven to be an effective model of
  performance measurement in developing countries
  with difficult circumstances of implementation.

34
Conclusion

• The key reason for this success is one of the
  characteristics of the model which is being
  flexible and adaptable according to the
  environment and conditions of the project of
  implementation.

35
Recommendation

• CIDA gave Egypt the experience of RBM, and the
  results appeared to be encouraging.
• This gives the opportunity to recommend that the
  Egyptian government should try to start
  implementing it with less assistance from foreign
  agencies.

36
Recommendation

• If this trial still gives high results, it will
  be recommended to start using it with completely
  Egyptian resources and extend its use in other
  fields to reach the best results.

37
Recommendation

• This adoption of the RBM approach can be a step
  on the road of sustainable development (future
  outlook) of the public sector performance and
  consequently improve public welfare.
• The success of RBM in Egypt gives the opportunity
  to other developing countries with the same
  conditions and environment to begin implementing
  it.

38
Thank You