Presentation Training on Result Based Management (RBM) for M&E Staff

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

∗ 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

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.
3
What is Results-Based Management (RBM)?

4

• 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
5

• 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

∗ 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

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
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;

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;

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

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
Key RBM Terms (iii)Key RBM Terms (iii)
Inputs
Activities Outputs Outcomes Impact
How?
What we want? Why?
Results

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.

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.

16
Input? Activity? Output? Outcome? Impact?
Splash
(cause)
Ripple
(effect)

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

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

∗ The LFA is an RBM tool used
for systematic planning,
implementing, monitoring,
and evaluating projects/
programmes.
19
RBM and Logical Framework Approach
(LFA)

The Logical Framework Approach
(LFA)
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

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

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:

23
The Logical Framework Matrix (LFM)
Objectives &
activities
Purpose/
(Outcome)
Goal
(Impact)
Outputs
Activities
Indicators
Means of
verification
Assumptions

Ways how to depict the Results chain
Logframe
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

Results Chain

∗ 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
Results chain problems

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
Indicators ‘indicate’ that change is happening or not
happening

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.
Indicators and Means of Verification

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.
What are good indicators?

∗ 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?

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

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

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)

 “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
Principles of RBM

∗ 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
35
Key RBM Techniques

∗ 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.
36
RBM

• 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
37

• 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
38

∗ 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.
39
Monitoring for results

• 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
40

• 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
41

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
42

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