Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Performance Measurement for Local GovernmentsRavikant Joshi
This PPT was delivered Based on Local Government Financial Management Series- UN-HABITAT in 'Local Government Budgeting and Financial Management Course', December 16 - 20 2008 Khartoum, Sudan
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Performance Measurement for Local GovernmentsRavikant Joshi
This PPT was delivered Based on Local Government Financial Management Series- UN-HABITAT in 'Local Government Budgeting and Financial Management Course', December 16 - 20 2008 Khartoum, Sudan
Performance audit has a long story in many countries to oversee the programme or activity carried out by the public agencies to manage the resource in an efficient and economical manner and the programme are carried out effectively and managed to give a positive impact to the target group. In Malaysia, performance audit has started way back since the 1990’s but the approach at that time whereby certain criteria and aspects are not complicated as compared to this day. Performance audit from time to time are also affected by the government policy and the development of the ICT.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Service Level Objectives (SLO) have become steadily more relevant to many organizations adopting SRE best practices pioneered by Google. The promise of SLO methodology is appealing: provide a common ground for product teams and whole organizations to inform reliability, development, and even business decisions.
Although SLOs have been around for a long time, there is plenty of confusion and potential pitfalls on the journey to adopt it. A lot of attention and discussion is spent on technical implementation and tooling for SLI, SLO and error budget, however the major struggle and risk lie in a different dimension. More often than you would expect, individual teams and whole organizations spend months and even years to implement SLOs to end up with colourful dashboards which are then quickly abandoned. Does this sound familiar? In this talk Yury will discuss:
A typical journey organizations take implementing SLO methodology
Common pitfalls they run into along the way
How you can ensure your SLO journey takes you to the next maturity level
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
Enterprise Project Management Solutions - Install and train, job done? by "Da...Project Controls Expo
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Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
Recorded webinar: http://slidesha.re/18ouqPy
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ball" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for creating and maintaining focus on the projects and improvement activities that lead to outstanding business performance.
Though Strategy Deployment (SD) was developed in the 1950's, it's experiencing a resurgence due to the growing popularity of Lean practices and SD's vital role in creating the climate for success.
In this webinar, you'll learn how to:
• Prioritize the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gain organization-wide alignment, the key to successful plan execution.
• Manage the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
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Presentation Training on Result Based Management (RBM) for M&E Staff
1. Three Days TOT on
Results-Based Management (RBM)
for M&E Staff – ITA
By
Fida Karim
Head of Monitoring & Evaluation (M&E)
Dated: 10th
to 12th
August, 2015
2. ∗ Planning, Monitoring, Evaluation & Reporting together for
developmental results: Results-based Management-RBM
(RBM)?
∗ Logical Framework Approach (LFA)
∗ Planning for results
∗ Monitoring for results
∗ Evaluating for results
∗ Enhancing the use of knowledge from monitoring and
evaluation
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
2
Day 1: Major Topics To Be Covered
Friday, August 14, 2015
3. RBM is a management approach and project Planning,
Monitoring, Evaluation & Reporting tool aimed at to
improve management effectiveness and accountability in
achieving developmental results.
RBM is focused on chain results: output, outcomes, and
impact.
RBM objectively measure how well results are being
achieved and report on measures taken to improve them.
It enable senior management and Project Management
team to judge if work is going in the right direction,
whether progress and success can be claimed, and how
future efforts might be improved on the basis of ground
realities and data.
RBM is concerned with learning, risk management and
accountability.
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
3
What is Results-Based Management (RBM)?
Friday, August 14, 2015
4. Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
4
5. • Without proper planning and clear articulation of intended results, it is
not clear what should be monitored and how; hence monitoring cannot
be done well.
• Without effective planning (clear results frameworks), the basis for
evaluation is weak; hence evaluation cannot be done well.
• Without careful monitoring, the necessary data is not collected; hence
evaluation cannot be done well.
• Monitoring is necessary, but not sufficient, for evaluation.
• Monitoring facilitates evaluation, but evaluation uses additional new
data collection and different frameworks for analysis.
• Monitoring and evaluation of a programme will often lead to changes in
programme plans. This may mean further changing or modifying data
collection for monitoring purposes.
Understanding inter-linkages and dependencies
between Planning, Monitoring and Evaluation
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
5
6. • Traditional M&E mainly focuses on inputs & Activities and
success is measured by expenditure (e.g. profit maximization not
social welfare maximization)
• Result Based Management (RMB) focuses on internal results
and performance of organization in producing developmental
results and positive changes in society.
•Management for Developmental Results (MfDR) seeks to keep
the focus on development assistance demonstrating real and
meaningful results at targeted community level.
• RBM & MfDR focuses on good planning, monitoring,
evaluation, learning and feeding back into planning to bring
continuous improvement in quality of service delivery.
Traditional M&E Vs RBM vs MfDR
Three Days TOT On Result Based Management for M&E Staff; Conducted by : Mr. Fida Karim – Head of M&E Department ITA
6
Friday, August 14, 2015
7. ∗ Problem analysis to understand causes
∗ Stakeholder analysis
∗ Structuring of programmes around a chain of desired results -
addressing causes
∗ Causality in the chain of results (if… then logic)
∗ Use of ‘change language’ (future conditional)
∗ Reliance on indicators to measure performance
∗ Costing of results rather than isolated activity budgetingThree Days TOT On Result Based Management for M&E Staff 7
Common elements of RBM
8. Three Days TOT On Result Based Management for M&E Staff 8
A Typology for RBM
HIV incidence
reduced
Leadership
empowered
Skills of Nat’l
Aids Comm.
strengthened
Train 250
district AIDS
officers
Results Like… Focus
@
Timeframe
<1 yr
<3 yrs
5 yrs
5-10 yrs
more
less
Collective
Accountability
Institutional/
Behavioural
Operational/
skills, abilities,
products &
services
Human!
UN
Outcome
Impact
Output
Activity
if
if
if
the
n
the
n
the
n
Assumptio
nsUN
Outcome
Impact
Output
Activity
Outcome
Impact
Output
Activity
9. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
9
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;
Friday, August 14, 2015
10. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
10
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 goals;
Friday, August 14, 2015
11. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
11
Why Results-Based Management?Why Results-Based Management?
Improved focus on results instead of activities
Improved transparency, quality & accountability
Improved measurement of programme
achievements (performance rather than utilization)
Enhanced strategic focus
Industry standard
To get more funds!!
It is a global trend: using results-based
management to improve the efficiency of
development program
Friday, August 14, 2015
12. RESULTS
are measurable changes in
knowledge, skills,
motivation, behavior,
decision making, practices,
policies, social action,
social, economic and
environmental conditions
that derive from a cause-
and-effect relationship.
There are three types of
such changes:
1. Intended or unintended,
2. Positive or negative
3. Direct or indirect.
Change can be set in
motion by a development
intervention – outputs,
outcomes and impacts.
.
What is Result?*
CONTROL&RESPOSIBILITY
MAKINGADIFFERENCE
13. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
13
Key RBM Terms (iii)Key RBM Terms (iii)
Inputs
Activities Outputs Outcomes Impact
How?
What we want? Why?
Friday, August 14, 2015
Results
14. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
14
Definitions (Implementation)Definitions (Implementation)
InputInput: these are human, material, financial and: these are human, material, financial and
other resources that are required to undertakeother resources that are required to undertake
activities.activities.
ActivitiesActivities: Actions taken or work performed to: Actions taken or work performed to
produce specific outputs through mobilizingproduce specific outputs through mobilizing
inputs.inputs.
Friday, August 14, 2015
15. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
15
Definitions (Results)Definitions (Results)
Output:Output: these are immediate results as athese are immediate results as a
consequences of completed activitiesconsequences of completed activities
OutcomeOutcome: these are likely or achieved short-: these are likely or achieved short-
term and medium-term effects of outputs.term and medium-term effects of outputs.
Impact:Impact: long-term effects that are the logicallong-term effects that are the logical
consequence of the achievement of theconsequence of the achievement of the
outcomes.outcomes.
Friday, August 14, 2015
16. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
16
Input? Activity? Output? Outcome? Impact?
Splash
(cause)
Ripple
(effect)
Friday, August 14, 2015
17. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
17
Key principles of RBMKey principles of RBM
Define expected results first andDefine expected results first and
activities lateractivities later
Foster the active participation ofFoster the active participation of
stakeholdersstakeholders
Ensure that all stakeholders workEnsure that all stakeholders work
towards achieving expected resultstowards achieving expected results
Apprise your work critically and learnApprise your work critically and learn
the lessonsthe lessons
Friday, August 14, 2015
18. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
18
Hierarchy of RBM TermsHierarchy of RBM Terms
IMPACTIMPACT
Sustainable improvements in society or well-being ofSustainable improvements in society or well-being of
peoplepeople
OUTCOMEOUTCOME
Changes in behavior or improvements in access orChanges in behavior or improvements in access or
quality of resourcesquality of resources
OUTPUTOUTPUT
Product of project/ program activitiesProduct of project/ program activities
ACTIVITIESACTIVITIES
Activities done by project/programActivities done by project/program
INPUTINPUT
Resources needed to undertake activitiesResources needed to undertake activities
Friday, August 14, 2015
19. ∗ The LFA is an RBM tool used
for systematic planning,
implementing, monitoring,
and evaluating projects/
programmes.
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
19
RBM and Logical Framework Approach
(LFA)
Friday, August 14, 2015
20. The Logical Framework Approach
(LFA)
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
20
Features of LFAFeatures of LFA ::
stakeholder involvementstakeholder involvement
needs-based approachneeds-based approach
logical intervention approachlogical intervention approach
framework for assessing relevance,framework for assessing relevance,
feasibility and sustainabilityfeasibility and sustainability
Friday, August 14, 2015
21. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
21
The Logical Framework ApproachThe Logical Framework Approach
Features of LFAFeatures of LFA ::
results-oriented – not activity driven
logically sets objectives and their
causal relationships
shows whether objectives have been
achieved: Indicators (for M&E)
describes external factors that
influence the project’s success:
assumptions and risks
Friday, August 14, 2015
22. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
22
The Result/Logical frame MatrixThe Result/Logical frame Matrix
The Logical Framework Matrix is used to presentThe Logical Framework Matrix is used to present
information about project objectives, outputs andinformation about project objectives, outputs and
activities in a systematic and logical way.activities in a systematic and logical way.
The basic Logframe matrix contains 16 cellsThe basic Logframe matrix contains 16 cells
organized into 4 columns and 4 rows, asorganized into 4 columns and 4 rows, as
indicated in the next slide:indicated in the next slide:
Friday, August 14, 2015
23. Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
23
The Logical Framework Matrix (LFM)
Objectives &
activities
Purpose/
(Outcome)
Goal
(Impact)
Outputs
Activities
Indicators
Means of
verification
Assumptions
Friday, August 14, 2015
24. Ways how to depict the Results chain
Logframe
Three Days TOT On Result Based Management for M&E Staff 24
Narrative
IMPACT
A. XXXXXXXX
OUTCOME
A.1. XXXXXXXX
A.2. XXXXXXX XXX
OUTPUTS
A.1.1.XXX XXX XXXX
A.1.2. XXXXXXX
A.2.1. XXXXXXXX
ACTIVITIES
A.1.1.XXX XXX XXXX
A.1.2. XXXXXXX
A.2.1. XXXXXXXX
Results Tree Results Pyramid
26. ∗ Results not logically linked
∗ Results not sufficiently specific
∗ Results are composites of several results
∗ Results don’t express change (e.g. support provided to
strengthen….)
∗ Results statements are too wordy
∗ Confusion between levels of results
∗ Indicators
Not logically linked to the result
Not measurable
Are new results
Three Days TOT On Result Based Management for M&E Staff 26
Results chain problems
27. They can
∗ Clarify the scale and scope of a result in the results framework
∗ Demonstrate progress when things go right
∗ Provide early warning when things go wrong
∗ Assist in identifying changes that need to be made in strategy and practice
∗ Inform decision making
∗ Facilitate effective evaluation
Indicators describe how the intended results will be measured -
accountability
Objectively verifiable, repeatable measures of a particular condition
They force clarification of what is meant by the result …….the fine print!
Must be accompanied by baselines and targets
Three Days TOT On Result Based Management for M&E Staff 27
Indicators ‘indicate’ that change is happening or not
happening
28. 1. A key test in ensuring whether an indicator is really good
is to define “means of verification” for each indicator;
2. Are data sources available?
3. What does it take to obtain the data? Who needs to be
involved? How much will it cost to obtain the data?
4. If means of verification are unclear or unrealistic, the
indicator and, possibly, the result need to be revisited;
5. The definition of results, indicators and means of
verification is an iterative process.
Three Days TOT On Result Based Management for M&E Staff 28
Indicators and Means of Verification
29. They should be SMART:
SPECIFIC
∗ The indicator needs to be as specific as possible in terms of quantity, quality, time,
location, target groups, baseline and target for the indicator
MEASURABLE
∗ Will the indicator show desirable change?
∗ Is it a reliable and clear measure of results?
∗ Is it sensitive to changes in policies & programmes?
∗ Do stakeholders agree on exactly what to measure?
ACHIEVABLE
∗ Are the result(s) realistic and based on risk assessment, partnership strategy and other
factors contributing to the underlying result
RELEVANT
∗ Is it relevant to the intended result?
∗ Does it reflect the expectations and success criteria for change in the target
groups?
TRACKABLE/Time-bound
Results are never open-ended—there is an expected date of accomplishment.
Therefore, indicator should be trackable.
Three Days TOT On Result Based Management for M&E Staff 29
What are good indicators?
30. ∗ Unit of analysis;
∗ Existing baseline information;
∗ Target for subsequent comparison;
∗ Expected perceptions or judgments of progress by
stakeholders;
∗ Detailed description of expected conditions or
situations to be observed;
∗ 1-4 indicators for each result are adequate – fewer
the better to reduce cost.
Three Days TOT On Result Based Management for M&E Staff30
What to specify for each indicator?
31. Types of indicators
Factual indicators
Factual (yes/no)
Existence (yes/no)
Classes (x/y/z)
Policy recommendation submitted
Constitution passed by Parliament
Chamber of Commerce established
Existence of free electronic media: free, partly free, not
free
Numeric
indicators
Number
Percentage
Ratio
No. of government officials trained
No. of regional networks on aid effectiveness created
No. of regional CSOs attending regional conference on
human rights
% of government budget devoted to social sectors
% of population with access to basic health care
Ratio of female to male school enrolment
Ratio of doctors per 1.000 people
Three Days TOT On Result Based Management for M&E Staff 31
32. Qualitative
indicators
Process change
Behavioral changes
Attitudinal changes
Examples
Inclusive and participatory policy making processes
in place in 10 countries in the region
Presence of a functional network of local governance
practitioners in the region
Pro-poor policies formulated
Increased level of awareness on human rights among
CSOs and governments in the region
Quality of judiciary processes improved
Improved perception of public on existence of free
electronic media
Extent of involvement of CSOs representing
indigenous groups in national planning processes
Quality of public-private partnership in the
preparation of national plan of action on SME
development
Three Days TOT On Result Based Management for M&E Staff 32
33. Indirect (Proxy) Indicators
Direct indicators are preferable. However, they do sometimes not exist, are too expensive or
inefficient to obtain. In such cases, indirect indicator have to be used.
Purpose Direct indicator Proxy indicator as substitute
Improvements in the national
judicial system
Quality of judicial cases
improved -> difficult and
expensive to obtain
Number of judicial cases
challenged in the higher courts
Ratio of cases filed to the
cases processed in the judicial
courts
Increase in per capita family
income in the poorest state
household income ->
household income survey
needed -> not frequent
enough
changes in local retail sales
Increase in the total number
of cell phone users in the state
To increase per capita
income of small farmers
Crop sales and food
consumption -> survey
needed -> too expensive
purchase of typical consumer
items
improvement in buildings
(e.g. roof) of life style
(consumption of meat per
week)
Three Days TOT On Result Based Management for M&E Staff 33
34. “If-Then” causality between levels of results
Common results language to describe changes
Collective accountability increases as you move up the
chain of results towards outcomes and impacts (Key
message M&E can’t do it alone without proper support
and commitment of Senior Management !)
A results matrix is a mean not an end
A results matrix is contextual
Three Days TOT On Result Based Management for M&E Staff 34
Principles of RBM
35. ∗ Start with the results
∗ Determine indicators to measure progress towards
achieving each result
∗ Define explicit targets for each indicator to judge
achievement
∗ Collect information to verify/monitor the
achievement/progress
∗ Review, analysis and report actual results
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
35
Key RBM Techniques
Friday, August 14, 2015
36. ∗ RBM are good and useful techniques
∗ But it won’t work itself and not sufficient to achieve results
∗ RBM depends on the organization's ability to create a
management culture that is focused on results.
∗ Manage change in your organization.
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
36
RBM
Friday, August 14, 2015
37. • Getting started
• Stakeholder engagement
• The planning exercise: Information flow,
timeline and method.
• Finalizing the results framework
• Preparing to operationalize
• Putting it together: Planning for change.
Planning for Results
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
37
38. • Preparing to monitor by reinforcing the
initial M&E plan
• Monitor: Collection of data, analysis and
reporting: Information flow, timeline and
process.
• Use of monitoring data for management
action and decision making
Monitoring for results
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
38
39. ∗ Based on the logical framework
∗ Strengthens accountability and transparency
∗ Provides information for effective management
∗ Helps determine what works well and what requires
improvement
∗ Builds knowledge on the basis of best practices,
case studies and success stories etc. regarding
developmental results.
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
39
Monitoring for results
Friday, August 14, 2015
40. • What is Evaluation?
-It’s a management tool to periodically assess an
intervention.
• Why evaluate? Uses of evaluation
It is a rigorous process to independently assess an
intervention in terms of Relevance, Efficiency,
Effectiveness, Impact & Sustainability.
• Evaluation policy: Principles, norms and standards
for evaluation.
• Types of evaluation
Programme units
Evaluating for results
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
40
41. • Why use monitoring and evaluation?
• Learning and generating knowledge from
monitoring and evaluation
• Knowledge products and dissemination
-Case Study
-Success Story
-Best Practices
-Lesson Learnt
Enhancing the use of knowledge from Monitoring and
Evaluation
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
41
42. In some situations, the problem may have been previously identified and presented with an analysis and
proposal for the government, UNDP or other funding partner to consider. A common problem in these
situations is that many project proposals are presented to the funding agency with a fixed solution. Quite
often, the solution presented only relates to part of a bigger problem. This is often because the agency
presenting the proposal tends to be concerned with obtaining financing for the component(s) for which it has
a strong interest. For example, an NGO may submit a proposal for assistance to strengthen its capacity to
participate in monitoring national elections. While this may be an important project, it is likely that it would
only address part of a bigger problem.
Good results-oriented programming requires that all project-level proposals be subject to a problem analysis
to determine whether the stated problem is part of a bigger problem and whether the proposed solution will
be adequate to address the challenges. The answers to these questions can sometimes be found, particularly
in situations where the projects proposed are within the context of an already designed national programme
(such as a Poverty Reduction Strategy Paper, UNDAF or country programme). However, in many cases, there
will need to be deeper discussions of what the larger problem is and what other actions are needed by
different partners to solve that problem. The aim in asking these questions is not to slow down the process of
project review and approval but to ensure that problems are analysed properly and appropriate solutions are
found. These solutions may involve actions beyond the scope of the specific project. This is one of the
differences between a project approach and a results focused approach to development.
Difference between a ‘project’ and a ‘results-based’
approach to development
Friday, August 14, 2015
Three Days TOT On Result Based Management for M&E Staff;
Conducted by : Mr. Fida Karim – Head of M&E Department ITA
42
Editor's Notes
Notes:
As an introduction to RBM, emphasise that there are no absolutes in RBM – rather this is a rough typology to help them navigate – a guide – not a straightjacket.
Each of the columns of information appear in order, from left to right. The presenter introduces the results terminology from top to bottom (impact down to activity)
Next the arrows come in. The main message here is that there is a vertical logic of causality flowing between the levels.
Next the yellow column of examples emerge. These examples match the previous slide, so it is an opportunity to clarify again the levels and the causality
Next the “If – Then” flags appear. Again, emphasise the vertical, causal logic of results.
The white column emerges to provide the overall focus of change for each level of result.
The green column then emerges, emphasizing the rough timeframe for levels of results.
Next the red triangle emerges. Message: that collective accountability for results increases as they move up the chain of results. At the outcome level, no single agency is likely to be able to guarantee a result. Rather, the collective efforts of several agencies and partners will be needed.
Last – the second level of outcome appears. This is the time to introduce the UN’s approach to RBM which has two levels of Outcome – UNDAF Outcome and contributing CP Outcomes. Point out that the second level of outcome is still an outcome level result (ie institutional/ behavioural; 5 years) BUT that it has a higher level of ambition.
Now, move to the next slide to show them how these results fit into the Results Matrix.
Results are changes in a state or condition that derive from a cause-and-effect relationship. There are three types of such changes (intended or unintended, positive and/or negative) that can be set in motion by a development intervention – outputs, outcomes and impacts.