Maple Money Manifesto: Easy Wealth In Canada

Maple Money Manifesto: Easy Wealth In Canada – Global Affairs Canada’s collection of results-based management guidelines, tools and checklists is one of the most practical guides available for designing, managing, monitoring and reporting results for projects funded by any international agency. And, of course, they are important to those involved in or implementing projects funded by Global Affairs Canada.

However, while the RBM guidance at the project level is strong, the outcome description for the GAC is surprisingly weak.

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This article reviews recent changes to the GAC RBM system between 2016 and 2023, examines the flexibility of the GAC results-based management system in practice, and examines the status of agency-level results reporting for Global Affairs Canada in early 2023.

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The Canadian Aid Agency – formerly known as CIDA – now part of Global Affairs Canada (GAC, as the agency is called) – adopted results-based management in 1996. Although there were several early academic and internal interpretations of CIDA on RBM, the first more or less CIDA RBM guide still available was the easy-to-read RBM Handbook for Designing Output Chains: 100 Example Projects, published in 2000. Applied RBM Fundamentals (PDF).

This was followed in 2001 by Peter Bracegirdle, a useful and easy 97-page guide to using RBM to write a project implementation plan for CIDA. I reviewed this RBM guide several years ago and it is still available here and on many other sites. In 2002, Universalia and the Conference Board of Canada produced a short reporting guide for CIDA Asia.

Despite changes in CIDA outcomes terminology in 2008 and the publication of release guidelines in CIDA and later on the DFATD and Global Affairs websites in 2009, CIDA’s Results-Based Management Tools: A guide with guidelines, people who want to use the outcomes resources available for -oriented management in both the design and implementation of Canadian projects have been limited.

Trainers had to combine the various documents from the website on logic models, metrics, risks and indicators to create a coherent, albeit jargon-filled, RBM guide of about 45 pages.

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Instead, many people continued to use the 2001 PIP Guide [Implementation Plan Results Approach] as the most effective CIDA/DFAT/GAC guide until 2016, not only for developing implementation plans at project inception, but also for changing needs. help with terminology to adapt, e.g. annual work plan,

In 2016, a new group, the Canadian Center for Results-Based Management on Global Affairs, published a new comprehensive and highly practical 105-page guide to results-based management for international aid programs, Results-Based Management for International Aid Programs: A How-To Guide. . (PDF).

The 2016 guide is also available in French under the title “La gestion axée sur les résultats appliquée aux programs d’aide internationale: Un guide pratique”.

This latest RBM guide has a monochrome, somewhat opaque look, and while it contains a lot of old material from 2008, it also contains a significant number of new clarifications. New material makes the 2016 RBM Guide a more practical RBM tool than previous versions published since 2008.

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The GAC released a minor update to the original 2018 RBM guidance in June 2022, which first appeared online in September 2022. This update hasn’t changed much from the original guide. The 96 changes I found were mostly additions to the terms and conditions addressed to GAC staff, emphasizing that RBM tools should apply not only to individual projects, but also to a portfolio of managed projects. There is now an additional graphic in the implementation section of the guide (below) that may clarify for some readers what the text is explaining. The color scheme used for the GAC results chain has also been changed (see below).

The only significant change I found was the removal of the ten page glossary of 50 RBM terms used by the GAC at the end of the original manual (pp. 92-103). It’s a shame, because I think that putting these terms together provides useful information for those who might get lost in the inevitable jargon that accompanies the management manual, and so I suggest that non-GAC users find the Guide more useful than the original RBM 2016.

The GAC RBM page also has a 2018 Results Reporting Partner Guide (PDF) that expands on the reporting component of the main guide. The GAC Results Reporting Guide recognizes that circumstances change and that some redesign may be necessary during the life of a project.

This reporting guide is also a collection of RBM checklists and tips for developing, evaluating or reviewing theories of change, logic models, common indicators, performance measurement frameworks, outcomes and gender equality indicators, how RBM can be applied in human life. . projects on human rights and other topics have moved the RBM process in Canada’s global affairs from a rigid prescriptive structure to a more iterative and incremental structure.

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Some of these tips and checklists are used by GAC staff when evaluating proposals and overseeing project implementation, so anyone involved in a GAC-funded or GAC-funded project should consult them.

The question of whether the RBM structure of a Canadian aid agency is sufficiently rigid or flexible to respond to changing conditions is an issue I will discuss in more detail later in this article.

CIDA was incorporated into the Canadian Department of Foreign Affairs (now GAC) in 2013. But in 2021, a prominent Globe and Mail columnist noted that “the department has never been able to combine aid and trade with diplomacy.”

As the independence of Canada’s aid program has been undermined by Conservative and Liberal governments, the number of experts with experience in development projects has dwindled as many have left the agency or moved to ministry trade or diplomatic departments.

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The project development process has become increasingly adaptive and iterative, especially in collaboration with civil society organizations.

In 2019, the aid that Canada sent through national and international civil society organizations amounted to approximately 1.4 billion Canadian dollars. Most of this amount was distributed after tenders or on the basis of unsolicited proposals of civil society organizations.

In some programs, but not all, the burden of design gradually shifted to potential beneficiaries or implementing agencies, who were often expected to comply with the design, monitoring and evaluation standards contained in the CIDA/GAC RBM guidelines.

This meant finding RBM processes on my own, using reference books, sometimes seeking technical assistance from people who might have worked on a project before at a State Department aid agency, or from consultants like myself.

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An example of this burden is the development of new guidelines and requirements for unsolicited proposals by civil society organizations in 2019. The pre-proposal form for unsolicited proposals used by the GAC in 2019 and early 2020 was quite busy for candidates.

The requirements for developing a theory of change were rigorous and, although a logic model was allowed, it was hampered by the fact that candidates could only use text and not diagrams to help explain problems, causes, risks and outcomes.

Although there was no need for formal stakeholder consultation at this early stage, this theory of change would need to be developed with input from industry partners before a full proposal could be developed, possibly eventually approved and then funded to run.

The pre-proposal form was usually 12-15 pages long and was only the first step. Applicants were encouraged to submit a full proposal with more detailed information if the initial proposal appeared to focus on GAC priorities and was well structured.

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The COVID-19 pandemic complicated this process, and in July 2020 the GAC re-introduced the simpler and less demanding initial procedure formalized in September 2020. The new procedure replaces more complex initial proposals with a 5-page concept note. This is part of a two-step process that still requires pre-screeners to complete an offer.

In theory, perhaps not always in practice, a comprehensive theory of change must still be established before funding is approved. At this stage, it remains to be seen whether the new approach will create projects with a consistent theory of change.

However, all of these reporting guidelines, checklists, application forms, and tips are based on the original 2016 GAC RBM Guide. It is visually bland, monochrome and unattractive, but the content is detailed and new reporting guidance and RBM are added. advice sheets and checklists are an essential practical resource for project design, management and monitoring.

These guidelines will not only be useful to the primary target audience of implementing agencies, Global Affairs staff and those working with them on the project and its design.

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While some of the background information describing the relationship between the RBM How-To and other Canadian public policies may be of little use or interest to anyone outside the Government of Canada, there is plenty of material here that can help the implementing agencies and partners they work with.

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