Regional Workshop on UNFPA Programme

Management, 25 – 28 October, 2004

Session 10: Monitoring and Evaluation

Geoff HayesCST PDS Adviser

Monitoring and Evaluation of UNFPA Programmes and

Projects

An Introduction to

Results-Based Management

Contents

1. Distinction between Monitoring and

Evaluation

2. Overview of Results-Based Management

3. The UNFPA/UNDP Logical Framework

Characteristics of Monitoring and Evaluation

Monitoring….• Is continual• Tracks progress• Alerts managers to

problems• Permits self-assessment by

managers and implementers

• Verifies that activities are being implemeted and results achieved

Evaluation…• Periodic, time-bound• Conducted by evaluators

external to the programme• In-depth analysis of actual

vs planned achievements• Explains how and why

results were achieved• Assesses future impact• Facilitates the development

of strategies and policy options

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.”

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;

Key Features of RBM….

Monitoring progress regularly and adjusting activities to ensure results are achievedEvaluating, documenting and incorporating lessons learned into next planning phase;Reporting on the results achieved and their contribution to achieving UNFPA’s organizational goals;

Key Features of RBM….

CONTRASTS WITH A MANAGEMENT APPROACH THAT FOCUSSES ON:

InputsProcessesActivitiesExpenditure

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

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

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.

What is a Result ?

CAUSE >>> EFFECT

RESULT = CHANGE

The Logic of a Project:A Set of Linked Hypotheses

GOAL

OUTCOME

OUTPUTS

ACTIVITIESif

if

ifthen

then

then

RBM Logical Framework

Result

Result

Result

Goal

Outcome

Output

Activities Activities

Inputs Inputs

Levels of Results

PLAN DOWNWARDS

AND THENTHINK UPWARDS

Inputs

Goals

Outcomes

Activities

Outputs

Assumptions

Assumptions

Assumptions

Assumptions

Results-Based Management can be used for various

purposes…..• Programme management

• Financial resource management

• Information Management• Human Resources

Management• Organizational

Management• Partnerships

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.

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…”

Performance Monitoring of Programmes

Focuses on measuring progress towards the achievement of results rather than just

documenting that activities were implemented.

To provide accurate and up to date information on progress

For learning and decision-making

To improve accountability

Why Monitor Programme Performance?

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)

Performance Monitoring for Programmes

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”

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

Hierarchy of Aims

GOAL:

OUTCOME:

OUTPUTS:

ACTIVITIES:

Means of Verification(MOV)

Objectively VerifiableIndicators (OVI)

Risks and Assumptions

Hierarchy of Results Objectively Verifiable Indicators (OVI)

Means of Verification (MOV)

Risks and Assumptions

Goal:

To improve the quality of life

HDI improves by 10% by 2007

Life expectancy increases from 65 to 70

Pacific Human Development Report

Agricultural subsidies from the European Union are continued

Outcome:

Improved Reproductive Health in the general population

Unmet need for Family Planning declines from 40% in 2003 to 20% by 2007

Family Health Survey in 2002 will provide the baseline. A DHS planned for 2007 will provide comparative data for end of project

National RH Commodity Security improves (including warehousing, etc.)

Output:

Improved quality of RH services

Client satisfaction score increases from 20% in 2003 to 50% by 2007

Client satisfaction surveys will be conducted in 2003 and 2007; one HC will be monitored annually by DOH for sentinel data

All Health Centres remain in operation and facilities improved

Activity:

All RH Service Providers to receive training in RH Counselling

10 RH Service providers per year complete a course in RH Counselling

Reports from FSM and Annual Report of Dept of Health, Project Reports

Graduates of training continue in service (staff turnover rate improves)

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

Thank you!