Results Based Management RBM at the GEF

1
Results Based Management (RBM) at the GEF

• Familiarization Seminar
• April 28-30, 2009

2
Managing for Results

• Focus on
• Portfolio level outcome progress monitoring and
  outcome tracking
• Standardized terminology achieving coherence and
  synergies across Focal Areas
• Alignment with strategic planning, risk
  management, evaluation

3
Managing for Results

• Learning, knowledge generation and sharing
  integrating lessons in management decisions
• Coherent framework for improved decision-making
  across Focal Areas

4
Tracking Results
Adapted from the World Banks Results Focus in
Country Assistance Strategies, July 2005, p. 13
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The OECD DAC Results Chain
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RBM Framework for the GEF
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Standard terms

• GEF5 GEF4
• --------------------------------------------------
  --
• Strategic Goal -
• FA Goal Strategic Objectives
• FA Objectives Strategic Programs
• FA Outcomes Outcomes
• Core FA outputs
• Project results Project results

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RBM Framework Focal Area and Portfolio level

• Each focal area aligns with GEF Strategic Goals
• In GEF 5 each area has a goal and objectives. In
  GEF-4 they are called strategic objectives and
  strategic programs
• Outcomes and indicators are aligned to each
  objective
• Project level objectives align with focal area
  outcomes and indicators
• Example - Aligns with Strategic Goal 1 Conserve,
  sustainably use and manage global natural
  resources

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Operationalizing RBM

• Learning objectives programmatic/operational
  issues themes for inclusion in strategies and
  projects
• Knowledge management good practice, replicating
  what works
• Focal Area tracking tools capturing a cohort of
  outcome level results and core outputs each year
• Performance reviews - implementation issues,
  potential for achieving results
• Field visits linked - to reviews and learning
  objectives
• Quality-at-entry ensure that the building blocks
  for RBM are in place baselines, ME strategies
• Accountability and reporting - Annual Monitoring
  Report (AMR) and PIR

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Parting Thoughts

• Make it simple
• Rely on country systems, supporting capacity
  building to the maximum extent
• Emphasize learning as well as accountability
  functions
• Harmonize to minimize system transactions costs
  and facilitate comparative analysis

11
Current Reporting Requirements After Project
Approval

• Project Level
• Report on Project Start, Project Delays, Project
  Cancellations
• Submission of Project Implementation Report (PIR)
• Submission of Tracking Tools
• Agency
• Portfolio Overview Report
• Focal Area Reports

Input to Annual Monitoring Report
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Annual Monitoring Report

• The Annual Monitoring Report (AMR) is the
  principal reporting instrument of the GEF
  Secretariats monitoring system
• Provides a snap shot of the overall health of the
  GEFs active portfolio of projects each fiscal
  year
• Report is based on Agency PIR submissions

13
Streamlining PIR Process

• Original process designed when less than 100
  projects were under implementation
• Currently, over 500 projects under implementation
• GEFSEC is working to
• simplify reporting processes,
• collect information in a more standardized,
  systematic and timely fashion, and
• allow for more efficient analysis of data.

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Proposed Changes to PIR Process

• Development of a template for PIR
• Evaluation of current rating systems
• Revision of rating system (as necessary)
• GEFSEC data needs coordinated and requested at
  the same time as PIR collection