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Part 1

  1. 1. Regional Workshop on UNFPA Programme Management, 25 – 28 October, 2004 Session 10: Monitoring and Evaluation Geoff Hayes CST PDS Adviser
  2. 2. Monitoring and Evaluation of UNFPA Programmes and Projects An Introduction to Results-Based Management
  3. 3. Contents 1. Distinction between Monitoring and Evaluation 2. Overview of Results-Based Management 3. The UNFPA/UNDP Logical Framework
  4. 4. Characteristics of Monitoring and Evaluation Monitoring…. Evaluation… • Is continual • Periodic, time-bound • Tracks progress • Conducted by evaluators • Alerts managers to external to the programme problems • In-depth analysis of actual • Permits self-assessment by vs planned achievements managers and • Explains how and why implementers results were achieved • Verifies that activities are • Assesses future impact being implemeted and • Facilitates the development results achieved of strategies and policy options
  5. 5. What is Results-Based Management? “A team-based and participatory approach to management, focussing on achieving results and aimed at improving programme management effectiveness, efficiency and accountability at organizational, regional and country levels.”
  6. 6. Key Features of RBM... Focus on: Analyzing problems and determining their causes; Identifying measurable changes (results) to be achieved based on problem analysis; Designing strategies and activities that will lead to these changes (results); Balancing expected results with the resources available;
  7. 7. Key Features of RBM…. Monitoring progress regularly and adjusting activities to ensure results are achieved Evaluating, documenting and incorporating lessons learned into next planning phase; Reporting on the results achieved and their contribution to achieving UNFPA’s organizational goals;
  8. 8. Key Features of RBM…. CONTRASTS WITH A MANAGEMENT APPROACH THAT FOCUSSES ON: Inputs Processes Activities Expenditure
  9. 9. Why is Results-Based Management necessary?  Response to the growing demand from donors and partners to demonstrate that something is being achieved  To ensure that resources are used in the most effective and efficient ways to achieve these results  To improve performance, management and accountability in order to increase the confidence of donors and partners
  10. 10. RBM at UNFPA should be...  Inclusive of all programme and management efforts  Based on partnership and teamwork  Responsive to the needs of the organization, its staff and partners RBM should also...  Improve on what is in place  Enhance capacity of those involved  Improve communication and accountability  Encourage learning
  11. 11. What is a Result? A Result is a describable or measurable change that is derived from a cause - effect relationship. This means that a Result is a change that can be observed, described and measured in some way and for which a cause can be identified.
  12. 12. What is a Result ? RESULT = CHANGE CAUSE >>> EFFECT
  13. 13. The Logic of a Project: A Set of Linked Hypotheses then GOAL if OUTCOME then then if OUTPUTS if ACTIVITIES
  14. 14. Levels of Results RBM Logical Framework Result Goal Result Outcome Result Output Activities Activities Inputs Inputs
  15. 15. PLAN DOWNWARDS Goals Assumptions Outcomes Assumptions Outputs Assumptions Activities Assumptions Inputs AND THEN THINK UPWARDS
  16. 16. Results-Based Management can be used for various • Programme purposes….. management • Financial resource management • Information Management • Human Resources Management • Organizational Management • Partnerships
  17. 17. The Use of RBM for Programme Monitoring RBM’s monitoring approach is to use indicators to track actual against planned results, and provide systematic, periodic information on progress towards expected results.
  18. 18. Example…. Non RBM thinking (focus on activity): “Six nurses attended a training course in Midwifery at the Fiji School of Nursing…” RBM thinking (focus on result): “After six nurses received midwifery training at Fiji School of Nursing, the number of health centres providing Essential Obstetric Services increased from 18 to 24…”
  19. 19. Performance Monitoring of Programmes Focuses on measuring progress towards the achievement of results rather than just documenting that activities were implemented.
  20. 20. Why Monitor Programme Performance? To provide accurate and up to date information on progress For learning and decision-making To improve accountability
  21. 21. Performance Monitoring for Programmes Information gathered through monitoring is included in project reports (Workplan Monitoring Tool and Field Monitoring Visits) and discussed with key stakeholders at various meetings. (Note: Type of meeting Depends upon the Monitoring Framework developed for the Programme or Project)
  22. 22. THE LOGICAL FRAMEWORK A key tool for performance monitoring for programmes is the “Logical Framework” or LOGFRAME. The Logframe provides the basis for monitoring results The Logframe Matrix is usually included in every Programme, Sub-programme or Project Document Note: New Programme Guidelines use “Results and Resources Framework”
  23. 23. The Logframe Matrix Serves the Following Functions  A concise summary of the CP, Sub-Programme or Component Project  A tool for appraising a draft CP, Sub-Programme or Component Project  A tool for monitoring progress made with regard to delivery of outputs and activities  A tool for evaluating, delivery of outputs at the end of the project and progress towards achieving Outcome and Goal
  24. 24. Hierarchy of Aims Objectively Verifiable Means of Verification Risks and Assumptions Indicators (OVI) (MOV) GOAL: OUTCOME: OUTPUTS: ACTIVITIES:
  25. 25. Hierarchy of Results Objectively Means of Verification Risks and Verifiable Indicators (MOV) Assumptions (OVI) Goal: To improve the quality of HDI improves by 10% by Pacific Human Agricultural subsidies life 2007 Development Report from the European Union Life expectancy increases are continued from 65 to 70 Outcome: Family Health Survey in Improved Reproductive Unmet need for Family 2002 will provide the National RH Commodity Health in the general Planning declines from baseline. A DHS planned Security improves population 40% in 2003 to 20% by for 2007 will provide (including warehousing, 2007 comparative data for end etc.) of project Output: Improved quality of RH Client satisfaction score Client satisfaction surveys All Health Centres remain services increases from 20% in will be conducted in 2003 in operation and facilities 2003 to 50% by 2007 and 2007; one HC will be improved monitored annually by DOH for sentinel data Activity: All RH Service Providers 10 RH Service providers Reports from FSM and Graduates of training to receive training in RH per year complete a Annual Report of Dept of continue in service (staff Counselling course in RH Counselling Health, Project Reports turnover rate improves)
  26. 26. Conclusions • Managing for results is an integral feature of all UNFPA programming • Monitoring and Evaluation are components of Results-Based Management • The Logframe is the basic tool for project monitoring • Project Managers should become familiar with their logframes and review them with UNFPA staff
  27. 27. Thank you!