Quick intro to RBM.

1. M&E Workshop Tamale 3-5th
September 2013
By Charlotte Torp Møller

2.  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)

3.  What does this mean? What are results? And
why are we focusing on RBM?
 What would be the challnges?

4.  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)

5. (Adapted from MDF
training material)

6.  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?

7. 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)

8. 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)

9.  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)

11.  How do we avoid the information trap?

12.  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.

13. Follows – Reporting...
 What do we report on, to whom and why?

14.  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)

15.  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?

16. Frameworks for inspiration

17. Objective Baseline Current Situation
Expect
ed
Result
and
impact
Indica
tor
Indic
ator
Score
(numb
er and
narrat
ive)
Assessment
Based on IBIS
and partners’
quarterly
reports,
questionnaires
and focus
groups as
relevant
Attribution
To what extent
and how can
changes in the
indicator be
attributed to
IBIS’ activities
and support?
Score
(1-5)
Trend
in
Score:
(up/unc
hanged
/down
as
compare
d with
previou
s
assessm
ent)
Score
Justifi
cation
(Monitoring system from IBIS SL)

20.  Ten steps to a Results Based Monitoring and
Ecaluation System. Kusek and Rist.
 MDF training materials.