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     UNDERSTANDING RESULTS BASED MANAGEMENT

 

An Operating Framework
Donors and developing countries alike want to know that aid is being used as effectively as possible, and they want to be able to measure results. The objective is to ensure that development activities lead to tangible and sustained improvements in the lives of people in developing countries


> Results-Based Management in IFAD Projects: An operating framework click here...
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Gender-Responsive Results-Based Managment

Results-based management (RBM) is defined as a management strateg y by which all development actors on the ground ensure that their processes, products and services contribute to the achievement of desired results of outputs, outcomes and goals. RBM rests on clearly defined accountability for results and requires monitoring and self-assessment of progress towards results, including reporting on performance (UNDG, 2009)

> Gender Responsive Results-Based Management click here...

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The Logical Framework (Logframe) Approach

The logical framework (logframe) is used to communicate key information about project objectives, outcomes, outputs and activities in a systematic and logical way. It provides a systematic and synthetic description about what the project is trying to achieve and how it will be achieved.

> The Logical Framework Approach click here...

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Enhancing Results-Based Management through Quality Assurance of Supervision Missions

The concepts of Management for Development Results (MfDR) are most widely understood as they apply to project-, programme- and country-level management: ensuring that development activities lead to tangible and sustained improvements in the lives of people in developing countries.

> Enhancing Results-Based Management click here...

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Gender-Sensitive Monitoring and Evaluation

The needs and priorities of women and men are often not the same, and they face different constraints to overcoming poverty. Development interventions may affect women and men in different ways, and their perceptions of project interventions may differ because of their different priorities. Gender-sensitive M&E aims at assessing the project's effects and impacts (intended or unintended) on gender relations and women's empowerment.

> Gender-Sensitive click here...

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Engendering Annual Outcome Surveys (Logframe) Approach

The Rural Livelihood Improvement Project (RULIP) Cambodia is an IFAD-funded livelihood security project. RULIP is being implemented by the Ministry of Agriculture, Forestry and Fisheries (MAFF) under the supervision of the RULIP Project Support Unit (PSU) in Phnom Penh. Facilitating Learning and Capacity Development (VBNK) provided support to the RULIP project staff in planning and implementing the annual outcome survey (AOS), and the introduction of gender-sensitive monitoring and evaluation (M&E) indicators in the survey.

> Engendering Annual Outcome Surveys click here...

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The challenge of institutionalising gender monitoring

Institutionalising gender elements in monitoring and evaluation (M&E) is plagued by numerous problems. First, gender analysis frameworks are yet to be fully integrated into project planning. Often, gender indicators are not defined at the beginning of the project, and the government stakeholders and other project partners are resistant to add gender objectives once implementation has started. Also, sometimes, project staff do not have the adequate capacity to develop the indicators.

> Case-Based Gender Process Monitoring click here...

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