1. 1 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

2. 2  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?

3. 3 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?

4. 4 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

5. 5 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:

6. 6 Step 1: Review (and complete) the results Chains

7. 7 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.

8. 8 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

9. 9  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

10. 10 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

11. 11 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:

12. 12 Thank you very much for your attention ! Step 6 and 7: To be continued