Results-based public management: Tools for the design and implementation of public rural development programs with a project cycle approach
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Many countries have begun to realize the need to pursue results-based public management, in order to ensure more efficient and effective public spending. The essence of managing for results lies in the establishment of expected objectives and outcomes, around which public sector managing is organized in order to achieve them. Such managing rests on four basic principles: a) focusing on results; b) the linking of planning, programming, budgeting, and monitoring and evaluation with results; c) the measurement and generation of information on results; and d) the use of results information to support decision-making and accountability. In order for the results orientation of public policy to be effective, the problem that such policy addresses must be clearly identified and defined, which will make it possible to establish, in turn, clear objectives based on the outcomes that are sought with the implementation of such policy. Nevertheless, it is common to find in the programs or projects t hat implement the public policy that the definition of the problem being addressed is unclear, and sometimes even absent. In this regard, often the programs and projects that make up the public policy of the sector are not based on a diagnosis that identifies and defines the problem they seek to address; instead they arise in large part from predecessor programs, to which adjustments are made in terms of relocation of program outputs, updating of aid amounts, etc., and as such they are unrelated to the problem that gave rise to their existence. Therefore, the diagnosis of the situation that a development program or project is intended to address is the first step that should be taken in its planning and implementation.