Presentation on theme: "1 Results Based Monitoring (RBM) It is better to be approximately right than precisely wrong - John Maynard Keynes -"— Presentation transcript:
1 Results Based Monitoring (RBM) It is better to be approximately right than precisely wrong - John Maynard Keynes -
2 RBM as a development and monitoring tool What is this RBM? –It is an exercise to assess the performance of a project/ program (or an organization) on the basis of the impacts and benefits (Results!) that it is expected to produce. –It is a continuous process of collecting and assessing information on the results or changes that a project/ program (or an organization) is producing; –compare that information with expected results/ changes that the project/ program (or the organization) supposed produce; –and understand how well or not, the project/ program (or the organization) performing against the expected results/ changes! Contd…..
3 Why we want RBM as our tool for M&E? –The traditional, implementation focused M&E methods/ approaches only look at delivery or completion of the tasks/ activities, outputs/ objectives of a project/ program or an organization (those ask, did they do it? did they managed to complete it?) –But the above M&E methods/ approaches do not allow the managers/ administrators/ stakeholders to know about the successes and/ or failures of a project/ program or an organization! Contd…..
4 –If we could not know success and failures, the following situation might happen: If you do not measure results, you cannot tell success from failure. If you cannot see success, you cannot reward it. If you cannot reward success, you are probably rewarding failure. If you cannot see success, you cannot learn from it. If you cannot recognize failure, you cannot correct it. If you can demonstrate results, you can win public support. - Osborne & Gaebler
5 Principles of RBM What good things that it brings to us? –It provides a feedback on the actual outcomes (results) of a projects/ programs or an organizations actions. –It helps us to answer the following questions: What are the goals/ outputs expected to achieve by the project/ program or the organization? Are they being really achieved? How are we going to know are those really achieved? Contd…..
6 What are the basics of RBM? –Baseline data to describe the problem or situation before the project –Develop indicators for the outputs as well as outcomes of the project –Collect data that relevant to outputs and outcomes of the project –Involve the stakeholders for understanding the changes that take place in the project environment –Reports on more qualitative and quantitative information on the progress toward outcomes –Involvement of strategic partners/ stakeholders in M&E –Captures information on success or failure the project strategy in achieving desired outcomes - Fukuda-Parr, Lopes, and Malik Contd…..
7 What is RBM model? Inputs Activities Outputs Outcomes/ Use of Outputs Goals/ Impacts/ Benefits Implementation Results Financial, human, and material resources of the project Tasks that the project personnel undertake to transform inputs to outputs Products and services produced by the project Intermediate effects of the outputs on the beneficiaries/ Right-holders/ stakeholders of the project Long-term, widespread impacts/ improvements in the society/ project surrounding or environment Contd…..
8 How are we going to use this model? –Tow levels of monitoring Implementation monitoring (means and strategies): use annual operational/ activity plans, work schedules (works-breaks structures), and personnel and financial management schedules and standards Results monitoring: use performance indicators set according to outcomes, that are given in a project mandate and developed by a project team –Setting up of outcome targets: set according to the capacity ofmeans strategies (inputs, activities, and outputs) Contd…..
9 Setting up outcomes? –Translation of problems/ issues as positive statements of expected impacts/ results –Disaggregate to capture the key results (to have only one improvement area) –In setting an outcome, asks the following questions: For whom? Where? How much? By when? Contd…..
10 What is the link between the Implementation Monitoring and Results Monitoring? Means and strategies Target Outcome Use annual plans are used for effectively using the means & strategies of a project. Effective use of the means & strategies will assure achieving the outputs, and finally outcomes and impacts! By looking at the targets a project can take a decision on how and how much to utilize the overall input allocation for particular budget period. Use annual plans are used for effectively using the means & strategies of a project. Effective use of the means & strategies will assure achieving the outputs, and finally outcomes and impacts! By looking at the targets a project can take a decision on how and how much to utilize the overall input allocation for particular budget period. Information flow
11 Setting up indicators? –What is an indicator? A sign/ mark to show that there has been a changed occurred due an activity/s of a project. –Having indicators at all levels of the implementation and results monitoring is important to measure the progress/ performance –Outcome indicators (key performance indicators): Translate outcomes into outcome indicators These indicators should be CREAM: – C = clear/ precise – R = relevant – E = economic/ cost effective – A = adequate – M = monitorable (can use for monitoring) –Proxy (indirect) indicators: use only when direct indicators are not available or handling is too costly Contd…..
12 Key steps in setting up a RBM system for a project? Develop/ agree on outcomes Select/ develop key indicators for monitoring the outcomes Baseline data on the indicators (Where are we today?) Collect information and monitoring for results Assess information and evaluate results Report findings and communicate Adopt changes if needed and report back the same Update baseline and continue M&E according to a schedule/ plan