monitoring and evaluation: lesson 2
TRANSCRIPT
DESIGNING AND BUILDING A RESULTS-BASED MONITORING AND EVALUATION SYSTEM:
BY MESHACK KORIR
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TEN STEPS TO DESIGNING, BUILDING AND SUSTAINING A RESULTS-BASED MONITORING AND EVALUATION SYSTEM
Conducting a
Readiness
Assessment
Agreeing on
Outcomes to
Monitor and
Evaluate
Selecting Key
Indicators to
Monitor
Outcomes
Baseline
Data on
Indicators—
Where Are
We Today?
Planning for
Improvement
— Selecting
Results Targets
Monitoring
for Results
The Role of
Evaluations
Reporting Your
Findings
Using
Your
Findings
Sustaining
the
M&E System
Within Your
Organization
1 2 3 4 5 6 7 9 108
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THE POWER OF MEASURING RESULTS
If you do not measure results, you can not tell success from failure
If you can not see success, you can not reward it
If you can not reward success, you are probably rewarding failure
If you can not see success, you can not learn from it
If you can not recognize failure, you can not correct it
If you can demonstrate results, you can win public support
Adapted from Osborne & Gaebler, 1992
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INTRODUCTION TO RESULTS-BASED MONITORING AND EVALUATION
Results-based monitoring and evaluation measures how well governments are performing
Results-based monitoring and evaluation is a management tool!
Results-based monitoring and evaluation emphasizes assessing how outcomes are being achieved over time
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REMEMBER
Monitoring and evaluation are two separate, but interrelated strategies to collect data and report the findings on how well (or not) the public sector is performing
During this workshop, we will be discussing:
Monitoring as a tool
Evaluation as a tool
How the two interrelate to support good public management
The ten steps to build a results-based monitoring and evaluation system to measure government performance
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REASONS TO DO RESULTS-BASED M&E
Provides crucial information about public sector performance
Provides a view over time on the status of a project, program, or policy
Promotes credibility and public confidence by reporting on the results of programs
Helps formulate and justify budget requests
Identifies potentially promising programs or practices
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REASONS TO DO RESULTS-BASED M&E (CONT.)
Focuses attention on achieving outcomes important to the organization and its stakeholders
Provides timely, frequent information to staff
Helps establish key goals and objectives Permits managers to identify and take
action to correct weaknesses Supports a development agenda that is
shifting towards greater accountability for aid lending
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DEFINITION
Results-Based Monitoring
(what we will call “monitoring”) is a continuous process of collecting and analyzing information to compare how well a project, program or policy is performing against expected results
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MAJOR ACTIVITIES WHERE RESULTS MONITORING IS NEEDED
Setting goals and objectives Reporting to Parliament and
other stakeholdersManaging projects, programs
and policies Reporting to donors Allocating resources
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A NEW EMPHASIS ON BOTH IMPLEMENTATION AND RESULTS-BASED MONITORING
Traditional monitoring focuses on implementation monitoring This involves tracking inputs (resources, strategies),
activities (what actually took place) and outputs (the products or services produced)
This approach focuses on monitoring how well a project, program or policy is being implemented
Note: Often used to assess compliance with work plans and budget
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Results-based monitoring involves the regular collection of
information on how effectively government (or any organization) is performing
Results-based monitoring demonstrates whether a project, program, or policy is achieving its stated goals
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RESULTS-BASED MONITORING
Outcomes• Intermediate effects of
outputs on clients
Outputs• Products and services
produced
Activities• Tasks personnel
undertake to transform inputs to outputs
Inputs• Financial, human, and
material resources
Goal(Impacts)
• Long-term, widespread improvement in society
Imp
lem
enta
tion
Results
Binnendijk, 2000
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RESULTS-BASED MONITORING: EXAMPLE ADULT LITERACY
Outcomes• Increased literacy skill; more
employment opportunities
Outputs• Number of adults completing
literacy courses
Activities • Literacy training courses
Inputs• Facilities, trainers,
materials
Goal(Impacts)
• Higher income levels; increase access to higher skill jobs
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DEFINITION
Results-Based EvaluationAn assessment of a planned, ongoing, or completed intervention to determine its relevance, efficiency, effectiveness, impact and sustainability. The intent is to incorporate lessons learned into the decision-making process.
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EVALUATION ADDRESSES
“Why” Questions – What caused the changes we are monitoring
“How” Questions – What was the sequence or processes that led to successful (or not) outcomes
“Compliance/ Accountability Questions”
Process/Implementation Questions
– Did the promised activities actually take place and as they were planned?
Was the implementation process followed as anticipated, and with what consequences
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DESIGNING GOOD EVALUATIONS
Getting the questions right is critical
Answering the questions is critical
Supporting public sector decision-making with credible and useful information is critical
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DESIGNING GOOD EVALUATIONS
“Better to have an approximate
answer to the right question, than
an exact answer to the wrong
question.”
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DESIGNING GOOD EVALUATIONS
“Better to be approximately correctthan precisely wrong.”
Paraphrased fromBertrand Russell
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RESULTS-BASED MONITORING AND EVALUATION
Monitoring Evaluation
Clarifies program objectives Analyzes why intended results were or were not achieved
Links activities and their resources to objectives
Assesses specific causal contributions of activities to results
Translates objectives into performance indicators and set targets
Examines implementation process
Routinely collects data on these indicators, compares actual results with targets
Explores unintended results
Reports progress to managers and alerts them to problems
Provides lessons, highlights significant accomplishment or program potential, and offers recommendations for improvement
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Partner 1 Partner 3
Partner 2
Partner 1 Partner 3
Partner 2
Partner 1 Partner 3
Partner 2
ACHIEVING RESULTS THROUGH PARTNERSHIP
Goal
OutcomeOutcome Outcome
Target 2Target 1
Means & Strategy Means & Strategy Means & Strategy