Result-Based Management and Budgeting
· Understand the theory of change and strategic results framework
· Risk register
· Integrated monitoring and evaluation
· The use of evidence from monitoring and evaluation in decision-making
· Meaningful reporting to key stakeholders.
· Devise metrics to monitor and control project risks
· Understand how to manage each major element of working capital.u003cbru003e· Understand how to forecast the cash impact of working capital.u003cbru003e· Analyze liquidity and working capital efficiency.u003cbru003e· Understand the sources of funding and uses of excess cash resources.u003cbru003e· Create cash flow forecasts.a· Describe the general principles of consolidation;u003cbru003e· Identify and distinguish the different methods of consolidation of accounts;u003cbru003e· Carry out a consolidation of accounts in accordance with all stages of the process and with the appropriate accounting framework.
Understand Results-Based Management (RBM)
· Principles of results-based management
· RBM’s essential structures and processes
· Results cultures
· Diagnosis of the strengths, weaknesses in participants’ organizations
Prepare the ground for RBM development
· RBM strategy
· Key stakeholders for RBM
· The organization’s Theory of Change, and logic model
· The strategic results framework including key indicators
Evaluation with RBM
· The risk register
· Risk management plan
· Results-based budgeting
· Evaluation with RBM
· Strategic monitoring and evaluation plan
Developing an RBM strategy
· Data quality assurance
· Data analysis
· Data utilization
· Reporting
· Managing change with RBM
· Participants’ own strategies
· Participants’ strategies
· Group feedback
People responsible for developing RBM in their organization or large complex programs. Strategic planners, heads of M&E as well as senior program managers. People from government and inter-governmental agencies; international NGOs and social enterprises.