Implementing Outcome Budget
2017-18
Planning Department, GNCTD
January 30, 2017
Contents
• Why Outcome Budget?
• Key Concepts in Outcome Budgeting
– Outputs
– Outcomes
– Long-term goals/Impact
– Choosing Indicators
• Detailed Template for Outcome Budget 2017-18
• Monitoring vs Evaluation
• Implementing Outcome Budget
Why Outcome Budget?
• Private sector management has rapidly evolved in the last
few decades
– Balanced Scorecard, TQM, Kaizen, Six Sigma etc.
• Public sector management has evolved too, but at a much
slower pace
– Focus largely on outlays than on outcomes
– Priority is to adhere to rules and regulations, rather than
achieve time-bound outcomes
– Creates the widespread perception: “Government isn’t
effective”
• Outcome Budget aims to address all the above shortfalls
– Used inter-changeably with Results-Based Management (RBM)
or Managing for Development Results (MfDR) approach
Why Outcome Budget?
Traditional
Management Approach
Results-Based Management
Approach
Focused mainly on
inputs and activities.
Focus on the results obtained
rather than just on the inputs used
or the activities conducted.
Asks: “So what?”
Asks: “Did they do it?”
• Benefits of Outcome Budget or RBM
– Improves internal management
– Share successes and win public support
– Accountability (Results as important as processes)
• Outcome Budgeting is therefore a “comprehensive
management system”
Key Concepts in
Outcome Budgeting
Stages of any Programme/Scheme
Inputs
What are the
resources
used –funds,
staff,
equipment,
all materials
Outputs
Tangible
products or
services
produced as
a result of
the Project
Outcomes
Short-term
behavioral
changes that
result from the
outputs –
uptake of
services
Long-term
Goals/Impact
Long-term
changes that
result from
outcomes – the
final result of
the Project
THEORY OF CHANGE
E.g. Funds for
immunization
camps
ASHA staff
sanctioned
- Staff positions
filled
- No. of
immunization
camps
conducted
- No. of children
immunized at
least once
- Number of
children fully
immunized
Decrease in
IMR
Stages of any Programme/Scheme
Inputs
What are the
resources
used –funds,
staff,
equipment,
curriculum, all
materials
Outputs
Tangible
products or
services
produced as
a result of
the Project
Outcomes
Short-term
behavioral
changes that
result from the
outputs –
uptake of
services
Long-term
Goals/Impact
Long-term
changes that
result from
outcomes – the
final result of
the Project
Attribution Gap
Traditional M&E
Results-Based M&E
Choosing Indicators
• Indicators are signals of change, measures of
progress
• Pick SMART indicators
– Specific - Ask (answer) one question at a time
– Measurable - Quantifiable, accurate, unambiguous
– Attributable - Is it attributable to your programme?
– Realistic - Is this the most relevant and practical
indicator given the needs
– Targeted – should be specific about the targeted
population/area
Choosing SMART Indicators
Specific:
measure as closely as possible what is intended to measure
Outcome
Indicator
Parents insure that
1.Increased utilization of clinics
children get treatment for
2. Increased use of malaria
Malaria
drugs
Which indicator is
more specific ?
Measurable: clear and unambiguous about what is measured
1.
2.
% of health centers without stock out of drugs x, y & z for
more than a week at a time
% of health centers with availability of drugs
Which indicator is
measurable ?
Choosing SMART Indicators
Attributable: attributable to the project’s or program’s efforts
1. Literacy rate
2. % of children with reading ability at year end
Which indicator is
attributable ?
Realistic
Realistic:: data obtained at reasonable cost with enough frequency
1. HIV prevalence among 15-24 year old pregnant women
2. HIV prevalence among the total population
Which
indicator is
more
realistic?
Targeted
Targeted:: it should be specific about the targeted population/area
1. Percent increase in employment
2.
Which indicator
is targeted ?
Percent increase in employment of graduate of technical
training center X in the first year after completion of training.
Detailed Template for Use in Outcome Budget
2017-18
Annexure IVA
Quantifiable Deliverables
OUTPUTS
Indicator
BaseDescription line
03/17
Target Frequ Indicator
03/18 ency Description
OUTCOMES
Base
-line
Target Frequ
03/18 ency
03/17
At departmental level, maintain at least two more columns against
each indicator:
• Data source (MIS, internal survey, external survey etc.)
• Responsibility for data collection
Detailed Template for 2017-18: Example
Annexure IVA: Opening of Mohalla Clinics
Quantifiable Deliverables
OUTPUTS
OUTCOMES
Indicator
Description
Baseline
03/17
Target
03/18
Frequ
ency
Indicator
Description
Baseline
03/17
Target
03/18
Freque
ncy
Building new
clinics
80
800
Q
No. of people
using Mohalla
Clinics/month
5,000
20,000
Q
Renting out
clinics
30
200
Q
No. of free
tests
conducted
3,000
18,000
Q
Doctors
posted
110
1000
Q
Monitoring Vs. Evaluation
• Monitoring: Routine collection and analysis of
information to track progress against set plans and
check compliance to established standards
– Helps identify trends & patterns, adapt strategies, and
inform mid-course corrections
• Evaluation: Systematic Assessment of an
intervention to determine its relevance, efficiency,
effectiveness, impact, and sustainability.
– Informs policy decisions
Comparing Monitoring and Evaluation
Monitoring
Evaluation
Measures progress towards
goals, but doesn’t tell us the
contribution of the
intervention towards impact
Measures whether progress
towards goal is caused by
the intervention - causality
Continuous, frequent
Infrequent, time bound
Has to take place during the
intervention
Can evaluate ongoing or
completed intervention
Role of Monitoring and Evaluation
Implementing
Outcome Budgeting
5 Fundamental Principles to Implement Outcome Budgeting
Group Exercise
• Form groups of 5-7
• Each group to take one programme/ scheme
and fill-up Annexure IVA for it (15 min)
– Objectives, Outputs, Outcomes
– Indicators, Baseline (Mar 2017), Target (Mar 2018)
• Presentation and Discussion
– 5 mins per group
Implementing
Outcome Budgeting
• Step 1: Finalize list of output and outcome indicators
and targets for 2017-18
•
Full draft from departments: 3rd Feb
•
Review and feedback by Planning dept: 7th Feb
•
Final draft from departments: 10th Feb
• Step 2: Linking outcome indicators with long-term
goals
• Step 3: Quarterly monitoring of indicators against
targets