| This Masters Degree Project paper examines the origins, nomenclature, practical value and the shortcomings of results based approaches to planning and management in the social sector. The importance of this topic stems from the widespread use of these approaches both by OECD country governments and multilateral institutions under the rubric of New Public Management.;Increasingly, during the 1990s, recipients of public funds have been asked to prepare their project proposals and reports in a manner that demonstrates connections between activities and long term results---to demonstrate cause and effect. In general, these requests have generated confusion and frustration among managers of social development organizations. Results based schemas have been seen more as cumbersome accountability devices than useful management tools.;This is unfortunate, since social development organizations are seeking new ways to plan and manage multi-faceted projects in complex contexts. This paper assesses what can be done to improve the prospect that results-based approaches serve not just the accountability requirements of funding bodies, but also the strategic management requirements of organizations operating in social development. In particular, the paper offers ideas and tools which appear to help people within organizations not only come to terms with the onset of results based planning and management but also begin to take command of it. |
