Global Affairs Canada’s internal capacity-building approach for results-based management

Challenge

Global Affairs Canada's (GAC) results-based management (RBM) system, known as Managing for Results (MfR), operates in line with domestic and international good practice and is designed to improve the achievement of expected results (outcomes). However, the MfR approach has encountered several challenges:

• Staff did not always see the added value of the MfR approach beyond reporting and accountability.

• Staff considered use of MfR tools such as logic models and performance measurement frameworks as rigid and burdensome.

• Training programmes, even when responsive and demand-driven, were not enough to build and maintain MfR capacity in GAC.

• There was a lack of a dedicated cadre of results-based management experts to provide support and tailored advice to staff.

Approach

To address these challenges, GAC implemented a MfR capacity-building strategy for staff in international assistance based on three main pillars:

1. 1.

   Clear communication on the value added of the MfR approach. The following key messages are included in guidelines and training material:

   • MfR is a management practice that helps increase the achievement of expected outcomes.

   • MfR is an adaptive and iterative management approach to be applied throughout the whole project and programme/portfolio lifecycle and becomes critical during implementation.

   • MfR enables better learning of what works and what does not, supports evidence-based decision making, and provides timely corrective action during implementation, and as such contributes to achieving expected outcomes.

   • MfR strengthens better evidence-based reporting, communication and accountability.

2. 2.

   Appropriate training and guidelines. While the underlying MfR concepts and principles are the same, the approach needs to be tailored to the context. GAC has developed basic, intermediate and advanced MfR training and guidelines adapted for various needs.

3. 3.

   Ongoing support for using the MfR approach. While all GAC staff need a basic understanding of the MfR approach and access to appropriate training and guidelines, they also need ongoing, appropriate support for its application to ensure continuous improvement. GAC has created a two-level technical support structure for international assistance composed of:

   • A cadre of MfR advisors, called Performance Management Advisors (PMAs), positioned in each programming branch at headquarters to provide advice to staff.

   • A results-based management Centre of Excellence for international assistance at the corporate level with a team of three MfR experts and additional support staff. The Centre of Excellence team:

     • provides more in-depth technical advice to the PMAs and sector/thematic specialists

     • works with sector/thematic specialists and the evaluation team, combining their respective expertise to provide tailored technical advice and support to the branch PMAs

     • integrates the sectoral/thematic perspective and the PMAs’ operational insights into overall MfR approaches, guidelines and training, and tailors these further for MfR at project, programme/portfolio and corporate levels.

Figure 1. Two-level RBM support structure for GAC international assistance staff

Source: Global Affairs Canada

Results

The two-level support structure contributes to a close, symbiotic relationship between the Performance Management Advisors in each branch or bureau, sector/thematic specialists, the evaluation team and the Centre of Excellence team. It allows the Centre of Excellence to develop MfR methodology and guidance that is tailored to the various needs of GAC partners and staff.

• All international assistance sector/thematic specialists and evaluation teams have a strong understanding of MfR and play a key role in developing and strengthening the MfR approach and providing advice in concert with the MfR advisors.

• After taking the basic RBM course, staff report having a better understanding of the value and purpose of MfR and how to use the approach and engage with the tools more concretely.