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Results-based Monitoring, Training Workshop, Windhoek, 2.11.-4.11.2009

Results-based Monitoring

Purpose and tasks

Steps 1 to 5 of establishing a RbM system

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Generally, monitoring means the continuous and systematic collection, analysis and use of information.

Monitoring was in practice often used to provide mainly information on whether a project has been implemented as planned.

The main purpose of results-based monitoring (RbM) is to provide information on whether a project is on track towards achieving the desired results

What is new related to results-based monitoring?

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Purpose of Results-based Monitoring

Monitoring Information

Steering

Taking informed management decisions Timely interventions if the projects is not on track

“Early warning system”

Reporting

on the project progress in order to fulfil

accountability requirements

Knowledge management

Learning from experience: what did work? what did not

work and why?

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Scope of Results-based Monitoring

Observing progress made towards achieving the objective, i.e. expected results at all levels of the results chains

Identifying results with respect to cross-cutting themes (e.g. gender, good governance)

Providing evidence on the plausible contribution of the development measure to indirect results

Identifying possible risks that threaten the achievement of intended results

Identifying unintended positive and negative results (side effects) caused by the development measures.

Lessons learnt

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Seven Steps to Establish a Results-Based Monitoring System

2 Clarify interests, expectations and contributions of stakeholders

4 Review objective

indicators, define process indicators

5 Operationalise indicators, establish procedures

3 Define key areas to be monitored

6 Conduct data collection, document and process data

7 Utilise monitoring results

1 Review (and complete) the results chains

Steps in which constitutive elements of the RbM system are established:

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Step 1: Review (and complete) the results Chains

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Step 2: Clarifying interests, expectations, contributions of stakeholders

The RbM system should be aligned to the needs and possible contributions of main stakeholders.

Partners should be involved in designing and implementing the RbM system:

What kind of information do they need? What are their interests and expectations?

Which data sources are already be available? How can they be used?

Which RbM tasks can be carried out by partners?

Training needs should be assessed.

The result of this joint analysis should be documented.

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Step 3: Define key areas to be monitored

In case of quite complex results chains it is neither feasible nor necessary that a RbM system covers all results.

It is compulsory to monitor the objective.

At lower levels, results along the results chains have to be selected.

Results which may be jeopardized by risks or which are very important for achieving the results (e.g. use of outputs) should be included

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Indicators serve as reference to measure to what extent the results selected for monitoring have been achieved

Indicators for the objective are already specified.

For the selected monitoring areas below the objective process indicators have to be defined.

Indicators should fulfil quality standards, i.e. being e.g.

Valid: Does the indicator directly represent the results?Objective: Is the definition precise and unambiguous?Reliable: Is the data consistent and comparable over time?Practical: Can data be collected at reasonable cost?

Usually, a combination of both quantitative and qualitative indicators will be required.

Step 4: Review objective indicators, define process indicators

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Step 5: Operationalise indicators (1): Main tasks

Baseline values and target values: to be defined in order to assess whether an indicator has been met or not

Data source: as far as possible making use of available data

Methods for data collection: e.g. sample surveys, focus group discussions, analysis of documents, interrogations etc.

Frequency of data collection: e.g. annually, semi-annually, quarterly – depending on the specific information demands and the result level

Timing of data collection: must be related to important deadlines like deadlines for reports, dates of planning workshops, important meetings

Persons in charge: for data collection, processing, compilation

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Step 5: Operationalise indicators (2): Indicator Matrix

Information required to measure the indicators, respectively for gathering monitoring data should be documented systematically in an Indicator Matrix

Example:

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Thank you very much

for your attention !

Step 6 and 7: To be continued