1. Monitoring and Evaluation using the
Results Based Management (RBM) Approach
March 02, 2018

2. Mineral Resources and Petroleum Authority of Mongolia (MRPAM)
Monitoring, Evaluation and Statistics Division
Changes in the work of monitoring and evaluation due to the use of Result Based Management methods

3. Monitoring & Evaluation (M&E)
- an ongoing process or system to collect and report on a regular basis to determine the progress to achieving results
Evaluation
-a periodic evaluation to assess the actual achievement of results usually at the mid term or end of a project
What is RBM?
Results-based management (RBM)
“is an approach to program or project management that integrates strategy, resources, processes and measurements to improve decision making, transparency and accountability.”
(Global Affairs Canada)

4. Answers from the team on the opportunity to use the RBM in MRPAM
1. Key Priority Areas:
To make clear and unambiguous functions, and responsibilities of departments and employee job descriptions
To approve a new role for monitoring and evaluation
To define a clear criteria for the effectiveness of all the works/activities planned in the annual plan of the MRPAM
To update the internal rules of MRPAM monitoring and evaluation and internal audit
To define a clear indicators for the performance appraisal of all the works/activities planned in the annual plan of 2018
2. Potential Obstacles:
Difficult sometimes to find a common understanding of M&E with senior management
Limited management and specialist experience with applying the results based approach to monitoring and evaluation work.
Limited skills to identify appropriate performance indicators
Incomplete definition of the employee’s scope of work M&E division is expect to do a lot of work that is not appropriate to the direct duties and M&E function

5. Suggested Actions or Next Steps
To review and clarify the duties and functions of MRPAM M&E department
To review and clarification of the functions of the MRPAM's Monitoring and Evaluation department
To develop a clear statements on the activities and functions of the departments and to present to senior management
To develop a clear and appropriate employee job descriptions
To provide more results based M&E skills training and coaching
To educate management and other departments about results based M&E to increase their understanding and awareness.
To develop clear department performance indicators or KPIs

6. Changes in monitoring and evaluation activities
The Monitoring and Evaluation Department revised some of the tasks that had been assigned beyond the scope of its mandate and transferred to the relevant departments and revised and included into the "Monitoring, Evaluation and Internal Control Regulations of MRPAM“.
1. The M&E department has supervised the work time of MRPAM staff during 141 months and personally recorded work time in the workplace:
In paragraph 3.18 of this rule, we recorded that the accounting and control of working hours will be carried out by the Administrative Department and M & E Department will only exercise overall control.

7. Results-based management focuses on:
defining and achieving realistic results (outcomes)
implementing measurement systems to monitor progress using effective indicators and report on achievement of expected results
identifying and managing risks to achieving the desired results
integrating lessons learned to improve organizational decision making, efficiency and effectiveness
At the heart of RBM is performance indicators
A continuous process of collecting and analyzing information on key indicators and comparing actual results with expected results in order to measure how well a project, program or policy is being implemented
Performance measurement presents a valuable opportunity to learn and adjust so that the desired results can be achieved

8. Changes in monitoring and evaluation
Division staffs spent much time evaluating the performance of the department's performance plan, staff reports and report papers for months, quarters, semi-annuals, and years, and did not have actual results. Therefore, a departmental action plan has been developed in accordance with the relevant procedures, taking into account the timing of the submission of quarterly reports on job placement, risk identification and management, and intermediate and ongoing monitoring activities.
Item 3.8: "The Monitoring and Evaluation Officer will evaluate the implementation of the action plan of the department units during the quarter and develop proposals, conclusions and recommendations and make 2 copies and submit it to the Head of the M&E department within 15th day of the month and submit to the head of the relevant unit as presented. ";

9. Changes in monitoring and evaluation
Item 3.13: "Monitoring and Evaluation Officer assessed the implementation of the quarterly performance of the all unit’s staff and made suggestions, conclusions and recommendations to the Head of the M&E department. It should be done within the 15th of the first month of the next quarter.” This is a new update on regulations.
According to suggestions of the MERIT project's technical adviser Bruce McPherson’s recommendation we revised our job descriptions. We clarified our division's duties and staff responsibilities and balance workloads.

10. Changes in monitoring and evaluation
To improve the ability to produce results-based monitoring and evaluation, we organized a tailor-made training for the Head of Division, Senior Officer on “Government's Risk Management Methods "," Results-based Monitoring and Evaluation ", and" Development of the Organization's Performance Indicators Criteria “. Also the specialists in charge of reporting and planning of the MRPAM related departments are attended this training. This training conducted by Management Academy.
Thanks to training and methodological assistance to employees of other departments, we were able to develop key performance indicators of the annual plan for And we also came to a common opinion on many issues that we previously differently understood.
Therefore, the "MERIT" project’s RBM training course has become the beginning of many positive changes.

11. KEY CONCEPTS
Results achievement Beneficiary oriented Managing for results and reduced risks

12. RESULTS BASED MANAGEMENT
IN PRACTICE
1. Clearly identifying program beneficiaries and designing programs to meet their needs.
2. Defining realistic expected results, based on appropriate analysis.
3. Identifying and managing risks.
4. Monitoring progress towards results with the use of appropriate indicators.
5. Increasing knowledge by learning lessons and integrating them into decisions, and
6. Reporting on results achieved and the resources involved.

13. Results of the work of TA Bruce McPherson in the MRPAM in August 2017
At the end of the assignment, M&E and Statistics division’s staff were able to:
better understand and describe the relevance of the results based M&E approach in the Project Management Cycle and links to government M&E Regulations
demonstrate increased knowledge and strengthened capability to integrate universal RBM concepts and practical tools into the Agency’s M&E systems (e.g. result/outcome statement, performance indicators, progress reporting methods)
identify key next steps needed to enhance the partner ministry’s monitoring and evaluating systems using a more results based management (RBM) approach