RBME
RBME
RBME
Formulation
6 Evaluation
2
Implementation Appraisal
5
3
Approval
4
• Monitoring and Evaluation are related
but distinct sets of organizational
activities.
What is Monitoring ?
• Monitoring is a continuous process or activity that
involves;
– collecting
– recording
– communicating, analyzing and using information for the
purpose of management control and informed decision
making.
Particularly
– objectives …
– planning assumptions…
– implementation methods …
– the context, etc.
must be continuously questioned and checked
on the basis of implementation experience and
changes observed (internal and external).
Management at all levels needs continuous
flow of information on these changes in order
to be able to successfully mange the
implementation.
M: Moral based
A: Accountable
T: Transparent
Assess Assess
Goals, Progress of
Objectives Activities Determine whether
& Strategies implementation is
according to schedule
Mobilize
Stakeholders, Enhance
Teamwork & Build
Shared Commitment
Assess Results
Improvement
Purposes of
M&E Assess as the
targeted groups and
Practice Bench- area are reached
Marking
Gather information
for early warning
Forecast
Ensure Quality Performance
Management
25
Group Discussion
(20 minutes)
28
Common Features of M&E
In many cases both M&E use the same data collection and
analysis system
Enhance accountability
Vs
Result-Based M&E
(RBME)
Implementation – Focused M&E
• designed to address compliance—the
“did they do it?” question.
Did they mobilize the needed inputs?
Did they undertake and complete the agreed
activities?
Did they implement the policies issued?
Did they implement the rules and regulations
issued?
Did they deliver the intended outputs (the
products to be produced or services to be
provided)?
Implementation…
• Implementation Focused approach
does not provide policymakers,
managers, and stakeholders with an
understanding of the
success or failure or
the result/achievements of the policies
issued, program and projects implemented
Result – Based M&E
(RBME)
• Over the last decade RBME is found as
the best and power full Management
tool of public sector development
plans.
Strategic
Performance
Planning
Operational/Work Management
Planning
• Defining outcome,
Detailed outputs & • Monitoring Results
• Formulating Objectives • Reviewing and
• Defining a Strategy activities
• Assigning Reporting Results
• Identifying Indicators • Using Performance
• Setting Targets responsibilities
• Determining resource Information
needs • Integrating Evaluation
• RBME systems are required to address the
“so what” question.
– So what that activities have taken place?
– So what that the outputs from these activities have
been produced?
• RBME systems help to answer the following
questions:
– What are the objectives and goals of the
government/organization/program/project?
– Are they being achieved? or not
– How can achievement be proven?
What do you think are
the following?
• Building an agro-processing industry in five
different locations in Amhara Region
• 20,000 ha. of land cleared and planted in
Metema wereda,
• Trained employees of MoA or Regional
Bureaus,
• Micro and small enterprise groups
established in rural areas,
• Irrigation dam constructed, etc.
KEY FEATURES OF TRADITIONAL
(Implementation Focused) and
RESULT -BASED M & E
activities
(how the specific program carries out its
work)
outputs
R
(goods, products and services
produced by the
program/intervention carried)
E
S
immediate outcomes
U (purpose)
L (the first-level effects of the outputs)
T
s intermediate
outcomes (Purpose)
(the benefits and changes resulting
from the outputs)
oj ect
e pr
e g ic
of t
h
t rat ves
he
li fe S
je cti
i nt Ob
e ct ter
pro
j Lat
t he mes
life
o f
tc o
th e O u
l y in
Ear
u ts
tp
Ou
i ti es
ctiv uts
A np
&I
What specific Items to be
Monitored?
• Whenever we are dealing with
development/investment projects, the
following are among the major items that
have to be closely monitored and
checked.
– Physical progress/performance (inputs, activities, and
outputs)
– Financial expenditure
– Quality of services delivered and/or products produced
– Assumption indicated in the plan
– Beneficiary Perception /outcome/
– Management/Administration efficiency
Physical Progress/performance
Monitoring
• Items to be specifically considered are:-
– Results of activities /outputs/ … what the project
produced or services it delivered
– Inputs utilization
– Progress towards objectives /purpose/
– The way the program is managed and style of work
– Changes observed on the targeted population/area
and context
• Method used ----------------- by checking
milestones set in the plan (result framework)
• Questions to be raised are:
– Are the planned physical work as a whole (and its individual
components) are on schedule, ahead of schedule, or behind
schedule?
• Budgeted costs to date: this can be readily obtained from the cost
projections made at the beginning of the plan period.
• Value of work done to date: when costs are measured, an estimate
should be made of the extent of work accomplished. The value of work
done can then be obtained as follows
Budgeted costs X % of work accomplished
• Cost over – run (under – run) to date: There is cost over-run when
the cost incurred is more than the value of work done and vise versa.
Cost over – run (under – run) is usually expressed in percentage terms
and defined as follows.
Quality Monitoring
When
i. Ex-ante / start-up/ evaluation,
ii. On-going or mid-term /formative/
evaluation,
iii. Terminal /summative/ evaluation; and
iv. Ex-post/impact evaluation.
06/19/23 62
In addition to the above time which is usually
determined during planning/design, evaluation may
be carried when:
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