Transcript Document

Results Based Monitoring (RBM)
“It is better to be approximately right than
precisely wrong”
- John Maynard Keynes -
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RBM as a development and monitoring tool
• What is this RBM?
– It is an exercise to assess the performance of a project/ program (or an
organization) on the basis of the impacts and benefits (Results!) that it
is expected to produce.
– It is a continuous process of collecting and assessing information on the
results or changes that a project/ program (or an organization) is
producing;
– compare that information with expected results/ changes that the
project/ program (or the organization) supposed produce;
– and understand how well or not, the project/ program (or the
organization) performing against the expected results/ changes!
Contd…..
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• Why we want RBM as our tool for M&E?
– The traditional, implementation focused M&E methods/ approaches
only look at delivery or completion of the tasks/ activities, outputs/
objectives of a project/ program or an organization (those ask, did
they do it? did they managed to complete it?)
– But the above M&E methods/ approaches do not allow the
managers/ administrators/ stakeholders to know about the successes
and/ or failures of a project/ program or an organization!
Contd…..
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– If we could not know success and failures, the following situation
might happen:
• If you do not measure results, you cannot tell success from failure.
• If you cannot see success, you cannot reward it.
• If you cannot reward success, you are probably rewarding failure.
• If you cannot see success, you cannot learn from it.
• If you cannot recognize failure, you cannot correct it.
• If you can demonstrate results, you can win public support.
- Osborne & Gaebler 1992 4
Principles of RBM
• What good things that it brings to us?
– It provides a feedback on the actual outcomes (results) of a project’s/
program’s or an organization’s actions.
– It helps us to answer the following questions:
• What are the goals/ outputs expected to achieve by the project/
program or the organization?
• Are they being really achieved?
• How are we going to know are those really achieved?
Contd…..
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• What are the basics of RBM?
–
–
–
–
Baseline data to describe the problem or situation before the project
Develop indicators for the outputs as well as outcomes of the project
Collect data that relevant to outputs and outcomes of the project
Involve the stakeholders for understanding the changes that take
place in the project environment
– Reports on more qualitative and quantitative information on the
progress toward outcomes
– Involvement of strategic partners/ stakeholders in M&E
– Captures information on success or failure the project strategy in
achieving desired outcomes
- Fukuda-Parr, Lopes, and Malik 2002 -
Contd…..
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Implementation
Results
What is RBM model?
Goals/ Impacts/
Benefits
Long-term, widespread impacts/ improvements in
the society/ project surrounding or environment
Outcomes/
Use of Outputs
Intermediate effects of the outputs on the
beneficiaries/ Right-holders/ stakeholders of the
project
Outputs
Products and services produced by the project
Activities
Tasks that the project personnel undertake to
transform inputs to outputs
Inputs
Contd…..
Financial, human, and material resources of the
project
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• How are we going to use this model?
– Tow levels of monitoring
• Implementation monitoring (“means and strategies”): use annual
operational/ activity plans, work schedules (works-breaks
structures), and personnel and financial management schedules
and standards
• Results monitoring: use “performance indicators” set according to
outcomes, that are given in a project mandate and developed by
a project team
– Setting up of outcome targets: set according to the capacity of
“means strategies” (inputs, activities, and outputs)
Contd…..
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• Setting up outcomes?
– Translation of problems/ issues as positive statements of expected
impacts/ results
– Disaggregate to capture the key results (to have only one
improvement area)
– In setting an outcome, asks the following questions:
• For whom?
• Where?
• How much?
• By when?
Contd…..
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What is the link between the Implementation Monitoring and Results
Monitoring?
Information
flow
Outcome
Information
flow
Target
Means and
strategies
• Use annual plans are used
for effectively using the
“means & strategies” of a
project.
• Effective use of the “means
& strategies” will assure
achieving the outputs, and
finally outcomes and
impacts!
• By looking at the “targets” a
project can take a decision
on how and how much to
utilize the overall input
allocation for particular
budget period.
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• Setting up indicators?
– What is an indicator? A sign/ mark to show that there has been a
changed occurred due an activity/s of a project.
– Having indicators at all levels of the implementation and results
monitoring is important to measure the progress/ performance
– Outcome indicators (key performance indicators):
• Translate outcomes into outcome indicators
• These indicators should be “CREAM”:
– C = clear/ precise
– R = relevant
– E = economic/ cost effective
– A = adequate
– M= monitorable (can use for monitoring)
– Proxy (indirect) indicators: use only when direct indicators are not
available or handling is too costly
Contd…..
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Key steps in setting up a RBM system for a project?
Develop/ agree on
outcomes
Select/ develop key
indicators for
monitoring the
outcomes
Update baseline and
continue M&E
according to a
schedule/ plan
Adopt changes if
needed and report
back the same
Baseline data on the
indicators
(Where are we
today?)
Collect information
and monitoring for
results
Report findings and
communicate
Assess information
and evaluate results
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