RESULTS BASED MONITORING

M&E Workshop Tamale 3-5th September 2013

By Charlotte Torp Møller

Traditionel vs RBM

Traditional M&E focuses on the monitoring and evaluation of inputs, activities, and outputs (i.e., on project or program implementation).

Results-based M&E, in contrast, combines the traditional approach of monitoring implementation with the assessment of Results.

(from MDF traning material)

Results Based Monitoring

What does this mean? What are results? And why are we focusing on RBM?

What would be the challnges?

Reasons for measuring results

A way to tell success from failure Seeing success means ability to reward it Identifying succes gives opportunity to

learn Identifying failures gives opportunity for

correction Results can lead to broad support.

(Adapted from 10 steps to RMB)

Results Chain

Inputs Activity Output Outcome Impact

Sphere of control

Sphere beyond

control

Results

(Adapted from MDF training material)

Measuring what is beyond our control

A monitoring system, is needed – in this specific indicators for which types of changes we want to see are essential.

How do we get the right indicators?

Benefits of RBM

A results-based M&E system: Provides answers to the ’what then’

question Provides crucial information about

organizational performance. Can help policy makers, decision makers,

and other stakeholders answer the fundamental questions of whether promises were kept and goals achieved

(Source MDF training material)

Benefits of RBM

A results-based M&E system: promote credibility and confidence in the

work. Is a management and motivational tool Provides managers with crucial

information on whether the theory of change guiding the intervention is appropriate, correct, and adequate to the changes being sought through this intervention.

(Source MDF training material)

Steps in the monitoring system

Formulate goal and outcomes Select outcome indicators to monitor Gather baseline information Set specific targets and a timetable for

achievment Regularely collect data to assess wether

the targets are being met Analyse and report the results

(Adapted from 10 steps to RBM)

The Information Trap

Information

How do we avoid the information trap?

What we want to know

Define what we want to know Be clear on ’What I need this information

for’. Clarify if ’I have access to this

information’. Be clear on ’How will I gather it’?

Remember there is a difference between data and information.

Clarify, who needs what type of information and for what purpose.

After information

Follows – Reporting...

What do we report on, to whom and why?

Questions and answers

The monitoring system should provide answers to the questions the ’managers’ ask to make informed decision.

There should be clarity on the processes ”bottlenecks of time” and responsibilities on all levels

Which of your identified questions are the most relevant ones? – only these should be in the system

(MDF training material)

Question Design

Open ended Related to chain of events Formulated in full sentenses

WHO needs to know? WHAT do they need to know? HOW to get that info to them?

MONITORERING SYSTEMS

Frameworks for inspiration

Objective Baseline Current Situation

Expected Result and impact

Indicator

Indicator

Score(number and narrative)

AssessmentBased on IBIS and partners’ quarterly reports, questionnaires and focus groups as relevant

AttributionTo what extent and how can changes in the indicator be attributed to IBIS’ activities and support?

Score(1-5)

Trend in Score:(up/unchanged/down as compared with previous assessment)

Score Justification

(Monitoring system from IBIS SL)

References

Ten steps to a Results Based Monitoring and Ecaluation System. Kusek and Rist.

MDF training materials.