Practicing Results Based Management for Enhancement of Quality and Performance of Social Development and Humanitarian Programmes

Khadija Javed Khan,Abid Razak,Naseem Begum

doi:10.13189/ujm.2020.080503

Abstract

The theme of this paper is centred on the application of Results Based Management (RBM) as a tool to achieve high quality management standards and enhance performance. It is originated from the ‘Theory of Change’ which is pursued globally to reap investment benefits. Whereas the corporate sector utilizes tools like the ISO 9000 series and Total Quality Management (TQM) guidelines, the Not for Profit (NPO) sector has developed its own quality approaches by trial and error. One of the much appreciated methodologies among United Nations (UN) agencies and NPOs is the concept and practice of Results Based Management (RBM). Since its adoption by the UN system in 1997, RBM is known as the ‘Gold Standard' among its practitioners. This particular perspective has neither been debated in the Quality Management context nor in RBM literature. However, due to successful and continued adherence to RBM practice by the UN agencies and member states in planning, monitoring and evaluation of development programmes including the Millennium Development Goals (MDGs) and its successor agenda of Sustainable Development Goals (SDGs), it has become imperative to discuss the RBM role in Quality Management. Overall it is partly a description of this extraordinary management concept and practice and partly a fusion of experiences of the authors in the UN agencies and NPO sector.

Highlights

The concept and practice of Results Based Management (RBM) have been developed and refined over a period of time to give impetus to the development programmes undertaken by the civil society organizations, known as the ‘non-profit’ or ‘Not for Profit’ organizations (NPOs)
In the forthcoming discussion the above gradual drive to introduce RBM is used as a basis to build arguments to compare and equate RBM with other quality management systems, widely practiced by the corporate sector and multinational organizations, such as the International Standards Organization (ISO) 9000 series and Total Quality Management (TQM) guidelines
This standard lays out the fundamentals and vocabulary of quality management systems (QMS) [9]

Summary

Introduction

The concept and practice of Results Based Management (RBM) have been developed and refined over a period of time to give impetus to the development programmes undertaken by the civil society organizations, known as the ‘non-profit’ or ‘Not for Profit’ organizations (NPOs) In the forthcoming discussion the above gradual drive to introduce RBM is used as a basis to build arguments to compare and equate RBM with other quality management systems, widely practiced by the (for profit) corporate sector and multinational organizations, such as the ISO 9000 series and Total Quality Management (TQM) guidelines. Due to successful and sustained adherence to RBM practice by a large number of government departments and civil society organizations in planning, monitoring and evaluation of development programmes including the Millennium Development Goals (MDGs; appendix-1) and its successor agenda of Sustainable Development Goals (SDGs; appendix-2), it Practicing Results Based Management for Enhancement of Quality and Performance of Social Development and Humanitarian Programmes has become imperative to discuss and assert the role of RBM in Quality Management

Methods

Results

Discussion

Conclusion