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Bringing it all together: Designing and Implementing RBF Benjamin Loevinsohn World Bank October 2008 A Few Thoughts to Start Don’t Panic: RBF has worked in difficult situations, not everything has to be perfect, be creative! Be Systematic: Write things down in a contract and a manual/plan/guide The Limits of Planning: Endless planning and analysis can get in the way of action & learning Humility: a) don’t be too sure of things b) knowledge must be larger than our experience c) give people at local levels sufficient autonomy d) keep learning, evaluating, adapting Conceptually, RBF is Simple 1. 2. 3. 4. An objective with clear indicators Measurement of the indicators Payment linked to change in indicators An entity to manage the process Why RBF Ought to Work Focus on outputs/outcomes – NOT INPUTS People respond predictably to rewards Signals importance of indicators to the recipient – people want to do a good job Provides recognition of important work & embarrassment if targets not achieved Gets everyone to focus on measurement issues and use of data for management Possible Problems with RBF Is it effective? Does it work in the real world? – points out need for rigorous evaluation. Is it cost effective? – keep costs low Does its effectiveness degrade over time? – ensure that payments remain results based Is it equitable? – means to target the poor Unintended consequences? – evaluate quality, equity, non-RBF indicators Beyond Paying Health WorkersOther Opportunities for RBF BRAC approach to paying health educators Recruiting district health managers on a performance-based contract CCT for institutional delivery Making social marketing contracts performance-based Drug supply management contracts LLIN distribution and use contracts The RBF Implementation Cycle 1. Diagnose Problem 2. Determine Recipients 7. Develop evaluation & learning strategy 3. Design indicators & targets, decide how to measure them 6. Identify key stakeholders 5. Establish entity that will manage RBF 4. Determine payment mechanism THANK YOU!