RESULTS-BASED

MONITORING AND
EVALUATION

Prof. J. Mumba, PhD

ESAMI
 Learning Outcomes
• Understand the new challenges in Public
Sector Management and the rationale for
RBME.
• Understand the key difference between a
Results-Based Management approach and
the traditional Management approach.
• Understand the critical factors for
understanding Results.
• Describe the key features of Results-based
Monitoring and Results-based Evaluation.
• Understand the actions required to build
an RBME.
• Understand the linkage between
Implementation Monitoring and Results
Monitoring.
• Understand the role and characteristics of
good Performance Indicators in measuring
Results.
• Understand the complimentary roles of
Monitoring and Evaluation in RBME.
• Understand the process of designing,
building and sustaining a RBME.
Presentation Outline
 Result-Based Management (RBM)
• RBM is an approach to
project/programme management based
on clearly defined results, and the
methodologies and tools to measure and
achieve them.

• RBM supports better performance and

greater accountability by applying a clear,
logical framework to plan, manage and
measure an intervention with a focus on
the results you want to achieve.
Characteristics of Result-based Project
Cycle Management (PCM)

Participatory
Logicality
Approach

Problem-
Transparency
Solving
Consistency
 What is a Result?
• A RESULT is a describable or measurable
development change resulting from a cause
and effect relationship.

Development results involve changes in:

• Power relations,
• How resources are distributed,
• Improvements in the well-being of a local
population, or organization,
• Changes in attitudes and behaviours of
people, among other things.
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 What is a Good Result?

• Results should be G-SMART

– Gender-inclusive
– Specific
– Measurable
– Achievable
– Relevant
– Time-bound
• A result is NOT a completed
activity, but … completed
activities should lead to results
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 Key Results Words

• Improved
• Increased
• Strengthened
• Reduced
• Enhanced
• HINT: any change that can be
stated in terms of either
QUALITY or QUANTITY.
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 Results Chain
• These results are linked together into what is
commonly referred to as a results chain.

• It is very difficult to contribute to the impact

without first achieving some intermediate
steps: the outputs or short-term results and
outcomes or medium term results.

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 Results Chain

ACTIVITY (IES) OUTPUT(S) OUTCOME(S) IMPACT

Activities: Judges and More More
Designing and lawyers more considered considered
delivery of knowledgeable interpretation interpretation
curriculum on human about human of gender of gender
rights and potential rights and equality issues. equality issues.
gender biases in gender Increased new Increase in new
hearing cases and equality legal decisions legal decisions
interpreting evidence. standards and that reflect that reflect
Arrange discussion of how to apply greater gender greater gender
judges and lawyers them. equality. equality.
on issues of human
rights and gender
equality in hearing
cases.

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 Operational vs Developmental Results

Program / Project Management

Short-term Medium-term Long-term

Inputs Activities Outputs Outcomes Impact

Operational Results: Developmental Results:

The administrative and An actual change in the state of
management product human development is the logical
of an agency, its consequence of a CIDA investment in
programs or projects a developing country

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 Operational vs Developmental Results

Outputs
Resources and Activities

Outcomes
Outputs

Outputs Impact

Outputs Outcomes

Outputs

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