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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 -

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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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What is RBM model?

Inputs

Activities

Outputs

Outcomes/ Use of

Outputs

Goals/ Impacts/ Benefits

Imp

lem

en

tati

on

Resu

lts

Financial, human, and material resources of the project

Tasks that the project personnel undertake to transform inputs to outputs

Products and services produced by the project

Intermediate effects of the outputs on the beneficiaries/ Right-holders/ stakeholders of the project

Long-term, widespread impacts/ improvements in the society/ project surrounding or environment

Contd…..

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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?

Means and strategies

Target

Outcome• 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.

• 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.

Info

rmati

on

flow

Info

rmati

on

flow

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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

Baseline data on the indicators (Where are we

today?)

Collect information and monitoring for

results

Assess information and evaluate results

Report findings and communicate

Adopt changes if needed and

report back the same

Update baseline and continue M&E

according to a schedule/ plan