Designing and Building a Results-Based Monitoring and Evaluation System:

1. Designing and Building a Results-Based Monitoring and Evaluation System: A Tool for Public Sector Management

2. 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

3. Ten Steps to Designing, Building and Sustaining a Results-Based Monitoring and Evaluation System 8 Planning for Improvement — Selecting Results Targets Selecting Key Indicators to Monitor Outcomes Conducting a Readiness Assessment The Role of Evaluations Using Your Findings 1 2 3 4 5 6 9 7 10 Reporting Your Findings Agreeing on Outcomes to Monitor and Evaluate Baseline Data on Indicators—Where Are We Today? Monitoring for Results Sustaining theM&E System Within Your Organization

4. Introduction to Results-Based Monitoring and Evaluation What Are We Talking About? • 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. 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. 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. 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. 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. 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. 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 • Often used to assess compliance with workplans and budget

11. A New Emphasis on Both Implementation and Results-Based Monitoring • 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. Results Based Monitoring Requires Attention to Causal Logic ---or The Theory of Change • What is the “ logic” of the overall project, program or policy design? • How do each of the components of the program help to establish an If-Then relation • Is there a theory behind the change expected or seen? In other words does the change follow the logic proposed? • Does this theory or logic hold during implementation?

13. Results-Based Monitoring Goal(Impacts) • Long-term, widespread improvement in society • Intermediate effects of outputs on clients Outcomes • Products and services produced Outputs • Tasks personnel undertake to transform inputs to outputs Activities Inputs • Financial, human, and material resources Results Implementation

14. Results-Based Monitoring: Adult Literacy • Higher income levels; increase access to higher skill jobs Goal(Impacts) • Increased literacy skill; more employment opportunities Outcomes • Number of adults completing literacy courses Outputs Activities • Literacy training courses Inputs • Facilities, trainers, materials

15. Definition Results-Based EvaluationAn 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.

16. Evaluation Addresses

17. 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

18. Designing Good Evaluations “Better to have an approximate answer to the right question, than an exact answer to the wrong question.”Paraphrased from statistician John W. Tukey

19. Designing Good Evaluations “Better to be approximately correctthan precisely wrong.”Paraphrased from Bertrand Russell

20. Some Examples of Evaluation

21. Some Examples of Evaluation

22. Complementary Roles of Results-Based Monitoring and Evaluation

23. Developing A Results Plan • Once a set of outcomes are identified, it is time to develop a plan to assess how the organization will begin to achieve these outcomes • In the traditional approach to developing a plan, the first thing a manager usually did was to identify activities and assign responsibilities • But the shortcoming in this approach is that completing all the activities does not mean the same as reaching the outcome goal

24. Key Types of Monitoring Impact Results Outcome Output Activity Implementation Input Results Monitoring Implementation Monitoring (Means and Strategies)

25. Translating Outcomes to Action • Note: 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?

26. Implementation Monitoring Links to Results Monitoring Outcome Target1 Target3 Target2 Means and Strategies (Multi-Year and Annual Work Plans) Means and Strategies (Multi-Year and Annual Work Plans) Means and Strategies (Multi-Year and Annual Work Plans)

27. Achieving Results Through Partnership Goal Outcome Outcome Outcome Target 1 Target 2 Means & Strategy Means & Strategy Means & Strategy Partner 2 Partner 2 Partner 1 Partner 3 Partner 1 Partner 3 Partner 2 Partner 1 Partner 3