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Quick intro to RBM.
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RESULTS BASED MONITORING
M&E Workshop Tamale 3-5th September 2013
By Charlotte Torp Møller
Traditionel vs RBM
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)
Results Based Monitoring
What does this mean? What are results? And why are we focusing on RBM?
What would be the challnges?
Reasons for measuring results
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)
Results Chain
Inputs Activity Output Outcome Impact
Sphere of control
Sphere beyond
control
Results
(Adapted from MDF training material)
Measuring what is beyond our control
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?
Benefits of RBM
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)
Benefits of RBM
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)
Steps in the monitoring system
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)
The Information Trap
Information
How do we avoid the information trap?
What we want to know
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.
After information
Follows – Reporting...
What do we report on, to whom and why?
Questions and answers
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)
Question Design
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?
MONITORERING SYSTEMS
Frameworks for inspiration
Objective Baseline Current Situation
Expected Result and impact
Indicator
Indicator
Score(number and narrative)
AssessmentBased on IBIS and partners’ quarterly reports, questionnaires and focus groups as relevant
AttributionTo what extent and how can changes in the indicator be attributed to IBIS’ activities and support?
Score(1-5)
Trend in Score:(up/unchanged/down as compared with previous assessment)
Score Justification
(Monitoring system from IBIS SL)
References
Ten steps to a Results Based Monitoring and Ecaluation System. Kusek and Rist.
MDF training materials.