Results based monitoring


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Quick intro to RBM.

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  • The logical thinking in the results chain doesn’t take the full environment into considerations – it demands heavy assumptions. (refer back to PC slides)Ex – better educated teacehers hightens education which then inturn results in the community increasing their income... Also – we are measuring something we have no control over...
  • Output: the product – the deliverable from the projectOutcome: the change in behaviour by targetImpact: the long term effects on the broader society.
  • Refer back to the horse – we want a happy horse, but how can we know if it is happy, that is beyond us. What will show us that the horse is happy? Preset indicators – derived from what determined that the horse was unhappy. Link from problem to impact is CRUSIAL.
  • With a basis in the results chain:1) Expectations and contribution to joint monitoring– (Who needs to know?)2) Areas to Monitor – - What they need to know3) Key performance indicators - How to get info to managers?4) Organising RbM5) Usage of Monitoring!
  • Record suggestions on flip chart – compare with next slide...
  • The system is not fully encompassing: The manager needs to chose what info goes in which system:Regluar monitoring system -done by othersOrOn demand evaluation systemOrPersonal info system...
  • Discuss how we register, report, dissiminate, learn and improve... This needs to be part of our monitoring system...
  • Who collects the information?Who processes it?Who reports?How is it coordintated?
  • A good way of looking at specific indicators and measure inprovement – but it doesn’t go beyound that...
  • Results based monitoring

    1. 1. M&E Workshop Tamale 3-5th September 2013 By Charlotte Torp Møller
    2. 2.  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)
    3. 3.  What does this mean? What are results? And why are we focusing on RBM?  What would be the challnges?
    4. 4.  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)
    5. 5. (Adapted from MDF training material)
    6. 6.  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?
    7. 7. 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)
    8. 8. 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)
    9. 9.  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)
    10. 10.  How do we avoid the information trap?
    11. 11.  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.
    12. 12. Follows – Reporting...  What do we report on, to whom and why?
    13. 13.  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)
    14. 14.  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?
    15. 15. Frameworks for inspiration
    16. 16. Objective Baseline Current Situation Expect ed Result and impact Indica tor Indic ator Score (numb er and narrat ive) Assessment Based on IBIS and partners’ quarterly reports, questionnaires and focus groups as relevant Attribution To what extent and how can changes in the indicator be attributed to IBIS’ activities and support? Score (1-5) Trend in Score: (up/unc hanged /down as compare d with previou s assessm ent) Score Justifi cation (Monitoring system from IBIS SL)
    17. 17.  Ten steps to a Results Based Monitoring and Ecaluation System. Kusek and Rist.  MDF training materials.