Detailed monitoring and evaluation presentation.

1. DESIGNING AND BUILDING A
RESULTS-BASED MONITORING
AND EVALUATION SYSTEM:
BY MESHACK KORIR

2. 2
TEN STEPS TO DESIGNING, BUILDING AND
SUSTAINING A RESULTS-BASED MONITORING
AND EVALUATION SYSTEM
Conducting a
Readiness
Assessment
Agreeing on
Outcomes to
Monitor and
Evaluate
Selecting Key
Indicators to
Monitor
Outcomes
Baseline
Data on
Indicators—
Where Are
We Today?
Planning for
Improvement
— Selecting
Results Targets
Monitoring
for Results
The Role of
Evaluations
Reporting Your
Findings
Using
Your
Findings
Sustaining
the
M&E System
Within Your
Organization
1 2 3 4 5 6 7 9 108

3. 3
THE POWER OF MEASURING RESULTS
 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

4. 4
INTRODUCTION TO RESULTS-BASED MONITORING AND
EVALUATION
 Results-based monitoring and evaluation
measures how well governments are
performing
 Results-based monitoring and evaluation is
a management tool!
 Results-based monitoring and evaluation
emphasizes assessing how outcomes are
being achieved over time

5. 5
REMEMBER
 Monitoring and evaluation are two separate, but interrelated
strategies to collect data and report the findings on how well
(or not) the public sector is performing
 During this workshop, we will be discussing:
 Monitoring as a tool
 Evaluation as a tool
 How the two interrelate to support good
public management
 The ten steps to build a results-based monitoring and
evaluation system to measure government performance

6. 6
REASONS TO DO RESULTS-BASED M&E
 Provides crucial information about public
sector 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. 7
REASONS TO DO
RESULTS-BASED M&E (CONT.)
 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 aid lending

8. 8
DEFINITION
Results-Based Monitoring
(what we will call “monitoring”)
is a continuous process of collecting and analyzing
information to compare how well a project, program
or policy is performing against expected results

9. 9
MAJOR ACTIVITIES WHERE
RESULTS MONITORING IS NEEDED
 Setting goals and objectives
 Reporting to Parliament and
other stakeholders
 Managing projects, programs
and policies
 Reporting to donors
 Allocating resources

10. 10
A NEW EMPHASIS ON BOTH
IMPLEMENTATION AND RESULTS-BASED
MONITORING
 Traditional monitoring focuses on
implementation monitoring
 This involves tracking inputs (resources, strategies),
activities (what actually took place) and outputs (the
products or services produced)
 This approach focuses on monitoring how well a project,
program or policy is being implemented
Note: Often used to assess compliance with work plans and
budget

11. 11
Results-based monitoring
 involves the regular collection of
information on how effectively
government (or any organization) is
performing
 Results-based monitoring demonstrates
whether a project, program, or policy is
achieving its stated goals

12. 12
RESULTS-BASED MONITORING
Outcomes
• Intermediate effects of
outputs on clients
Outputs
• Products and services
produced
Activities
• Tasks personnel
undertake to transform
inputs to outputs
Inputs
• Financial, human, and
material resources
Goal
(Impacts)
• Long-term, widespread
improvement in societyImplementationResults
Binnendijk, 2000

13. 13
RESULTS-BASED MONITORING: EXAMPLE
ADULT LITERACY
Outcomes • Increased literacy skill; more
employment opportunities
Outputs
• Number of adults completing
literacy courses
Activities • Literacy training courses
Inputs
• Facilities, trainers,
materials
Goal
(Impacts)
• Higher income levels;
increase access to higher
skill jobs

14. 14
DEFINITION
Results-Based Evaluation
An assessment of a planned, ongoing, or completed
intervention to determine its relevance, efficiency,
effectiveness, impact and sustainability. The
intent is to incorporate lessons learned into the
decision-making process.

15. 15
EVALUATION ADDRESSES
“Why” Questions – What caused the changes we
are monitoring
“How” Questions – What was the sequence or
processes that led to successful
(or not) outcomes
“Compliance/
Accountability
Questions”
Process/
Implementation
Questions
– Did the promised activities
actually take place and as
they were planned?
Was the implementation
process followed as
anticipated, and with what
consequences

16. 16
DESIGNING GOOD EVALUATIONS
 Getting the questions right is critical
 Answering the questions is critical
 Supporting public sector decision-
making with credible and useful
information is critical

17. 17
DESIGNING GOOD EVALUATIONS
“Better to have an approximate
answer to the right question, than
an exact answer to the wrong
question.”

18. 18
DESIGNING GOOD EVALUATIONS
“Better to be approximately correct
than precisely wrong.”
Paraphrased from
Bertrand Russell

19. 19
RESULTS-BASED MONITORING AND
EVALUATION
Monitoring Evaluation
Clarifies program objectives Analyzes why intended results were or
were not achieved
Links activities and their
resources to objectives
Assesses specific causal contributions of
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
Reports progress to managers
and alerts them to problems
Provides lessons, highlights significant
accomplishment or program potential,
and offers recommendations for
improvement
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20. 20
Partner 1 Partner 3
Partner 2
Partner 1 Partner 3
Partner 2
Partner 1 Partner 3
Partner 2
ACHIEVING RESULTS THROUGH PARTNERSHIP
Goal
OutcomeOutcome Outcome
Target 2Target 1
Means & Strategy Means & Strategy Means & Strategy