![Overview of RBME [contd.]
Involves reform by tracking results of government or
organizational actions over time
Results-based M&E differs from traditional
implementation-focused M&E in that it moves beyond an
emphasis on inputs and outputs to a greater focus on
outcomes and impacts
New results-based approaches help to answer the “so
what” question
In other words, governments and organizations may
successfully implement programs or policies, but have
they produced the actual, intended results](https://image.slidesharecdn.com/rbmepresentation-120126135243-phpapp01/75/Results-Based-Monitoring-and-Evaluation-3-2048.jpg)
Uploaded byMadhawa Waidyaratna
Results Based Monitoring and Evaluation
RBME is a tool for public sector management that can help track progress and demonstrate the impact of projects and policies. It focuses on outcomes and impacts rather than just inputs and outputs. Governments are increasingly expected to show results and address questions like whether policies are achieving desired outcomes. RBME involves setting targets and monitoring indicators over time to evaluate success, identify problems, and make corrections. Both monitoring and evaluation are needed to better manage initiatives and steer them toward goals.
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RBME is a public management tool for tracking progress and outcomes in public sector projects.
Governments must demonstrate results; measuring success is critical for public support and informed decision-making.
RBME provides performance insights, builds credibility, and addresses accountability in public sector budgeting.
Frameworks like MDGs and IATI promote results-based approaches in international development.
Shifts focus from inputs to outcomes in management, enhancing effectiveness in public sector interventions.
Defining results involves understanding socio-economic context, resources, and available capacity for implementation.
M&E tracks indicators to assess effectiveness; both elements are essential for managing outcomes.
Establishes a structured approach to monitor inputs, activities, outputs, outcomes, and impacts.
Illustrates how to measure impacts like income levels and health improvements via structured outcomes.
Effective evaluations require planning, selection of indicators, and using findings to enhance results.
Identifies common barriers to M&E implementation, emphasizing the need for political will and support.
Emphasizes the importance of habitual excellence in RBME for achieving sustained public sector improvements.
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Similar to Results Based Monitoring and Evaluation
Results Based Monitoring and Evaluation
- 1. Results-Based Monitoring and EvaluationSystem (RBME) A Tool for Public Sector Management Madhawa Waidyaratna B. Sc. (Chem.), MBA , MSc (IT), MA, MCSSL, MSLIM Director Planning, Industrial Development Board of Ceylon
- 2. Overview of RBME RBMEis a powerful public management tool that can be used to help policymakers and decision makers track progress and demonstrate the impact of a given project, program, or policy There are growing pressures in developing countries to improve performance of their public sectors
- 3. Overview of RBME[contd.] Involves reform by tracking results of government or organizational actions over time Results-based M&E differs from traditional implementation-focused M&E in that it moves beyond an emphasis on inputs and outputs to a greater focus on outcomes and impacts New results-based approaches help to answer the “so what” question In other words, governments and organizations may successfully implement programs or policies, but have they produced the actual, intended results
- 4. New Challenges inPublic Sector Governments are increasingly being called upon to demonstrate results. Stakeholders are no longer solely interested in organizational activities and outputs; they are now more than ever interested in actual outcomes. Have policies, programs, and projects led to the desired results and outcomes? How do we know we are on the right track? How do we know if there are problems along the way? How can we correct them at any given point in time? How do we measure progress? How can we tell success from failure?
- 5. The Power ofMeasuring If you do not measure results, you can not tell success from failure If you can not see success, you can not reward it If you can not reward success, you are probably rewarding failure If you can not see success, you can not learn from it If you can not recognize failure, you can not correct it If you can demonstrate results, you can win public support Adapted from Osborne & Gaebler, 1992
- 6. Reasons to DoResults-Based M&E Provides crucial information about performance Provides a view over time on the status of a project, program or policy Promotes credibility and public confidence by reporting on the results of programs Helps formulate and justify budget requests Identifies potentially promising programs or practices
- 7. Reasons to DoResults-Based M&E Focuses attention on achieving outcomes important to the organization and its stakeholders Provides timely, frequent information to staff Helps establish key goals and objectives Permits managers to identify and take action to correct weaknesses Supports a development agenda that is shifting towards greater accountability for finances
- 8. International Initiatives Millennium DevelopmentGoals (MDGs) Paris Declaration on Aid Effectiveness Accra Agenda for Action (AAA) International Aid Transparency Initiative (IATI) Highly Indebted Poor Country (HIPC) Initiative
- 9. Managing for results Usethe information to improve decision making and steer development interventions towards clearly defined goals Traditional Management Approach • Focused mainly on inputs and activities. Results-Based Management Approach • Focus on the results obtained rather than just on the inputs used or the activities conducted
- 10. Critical Factors forDefining Results Socio-economic context: Results statement should reflect local needs and priorities Local Capacity: Existing skills, leadership, and management capacity will impact on what can be implemented to achieve expected results Resources: Level of resources will impact on what can realistically be achieved Timetable: Results framework must identify the results (changes) to be achieved in the life of the program
- 11. Monitoring & Evaluation Results-basedmonitoring is a continuous process of collecting and analyzing information on key indicators, and comparing actual results to expected results Results-based evaluation is an assessment of a planned, ongoing, or completed intervention to determine its relevance, efficiency, effectiveness, impact, and/or sustainability Monitoring: tracks movement of indicators towards the achievement of specific, predetermined targets Evaluation: takes a broader view, considering progress toward stated goals, the logic of the initiative, and its consequences Both are needed to better manage policies, programs, and projects Adapted from OECD definition
- 12.
- 13. Key Types ofMonitoring Impact Results Results Monitoring Outcome Output Implementation Activity Implementation Monitoring (Means and Strategies) Input
- 14. Results-Based Monitoring Goal (Impacts) • Long-term, widespread improvement in society Results Outcomes • Intermediate effects of outputs on clients Outputs • Products and services produced Implementation Activities • Tasks personnel undertake to transform inputs to outputs Inputs • Financial, human, and material resources
- 15. Results-Based Monitoring • Higher income levels of Goal (Impacts) entrepreneurs ; Increased Results global competitiveness Outcomes • Increased productivity; reduction of production cost • Number of programmes Outputs conducted ; Number of trained personnel Implementation Activities • Productivity enhancement programmes Inputs • Facilities, trainers, materials
- 16. The Essential Actionsin Building M&E System Formulate outcomes and goals Select outcome indicators to monitor Gather baseline information on the current condition Set specific targets to reach and dates for reaching them Regularly collect data to assess whether the targets are being met Analyze and report the results
- 17. Implementation Monitoring Links to Results Monitoring Outcome Target 1 Target 2 Target 3 Means and Means and Means and Strategies Strategies Strategies (Multi-Year (Multi-Year (Multi-Year and Annual and Annual and Annual Work Plans) Work Plans) Work Plans)
- 18. Performance Indicators A variablethat provides accurate and reliable evidence about the achievement of a specific result Indicators should be SMART or CREAM Specific ; Measurable ; Attributable ; Realistic ; Targeted Clear ; Relevant ; Economic ; Adequate ; Monitorable What gets measured gets done If you don’t measure results, you can’t tell success from failure
- 19. Complementary Roles of Monitoring and Evaluation Monitoring Evaluation Analyzes why intended results were or Clarifies program objectives were not achieved Links activities and their Assesses specific causal contributions of resources to objectives activities to results Translates objectives into performance indicators and set targets Examines implementation process Routinely collects data on these indicators, compares actual results with targets Explores unintended results Provides lessons, highlights significant Reports progresstotoproblems and alerts them managers accomplishment or program potential, and offers recommendations for improvement
- 20. Examples of ResultsChain Long Term Outcomes Outputs Goal • Teachers trained Education • Increased student • Increase literacy • Text Books rates completion rates provided Long Term Outcomes Outputs Goal • Increased use of • Doctors hired Health • Improved health clinics • Health workers maternal trained mortality
- 21. Translating Outcomes toAction Activities are crucial. They are the actions you take to manage and implement your programs, use your resources, and deliver the services of government But the sum of these activities may or may not mean you have achieved your outcomes Question is: How will you know when you have been successful?
- 22. Designing Good Evaluations Better to be approximately correct than precisely wrong • Paraphrased from Bertrand Russell
- 23. Designing, Building andSustaining a RBME System Planning for Selecting Key Improvement Conducting a Indicators to — Selecting The Role of Using Readiness Monitor Results Targets Evaluations Your Assessment Outcomes Findings 1 2 3 4 5 6 7 8 9 10 Agreeing on Baseline Data Monitoring Reporting Your Sustaining Outcomes to on for Results Findings the Monitor and Indicators— M&E System Evaluate Where Are Within Your We Today? Organization
- 24. Barriers to M&E Doany of the following present barriers to building an M&E system? lack of an lack of a lack of outcome- lack of fiscal resources champion for political will linked strategy the system or experience How do we confront these barriers?
- 25. In Conclusion We are what we repeatedly do. Excellence, then, is not an act, but a habit • Aristotle Questions? Comments? Views?