TASK: GROUP MODULE NAM MODULE CODE:PMU08206 GROUP NUMBER: § SUBMISSION DATE: 10 May, 2024 PARTICIPANTS: SSIGNMENT (GERU INSTITUTE OF COMMUNITY DEVELOPMENT (rien) ESULT BASED MONITORING AND EVALUATION IL SINo [NAME REGISTRATION NUMBER SIGNATURE T. | NEMA MUNYA [HANS ALL TICD/BPPM/612/2021 ~TICDIBPPM/629/2021, Hall, 3. KOMBO AJUMAA TICD/BPPMI601/2021 4, | MBAROUK M MBAROUK TICD/BPPMI5S99/2021 5. [JOYCE MAGOGO 6. | REHEMA KATANGA TICDIBPPWIS652021 TICDIBPPMI606/2021 “7. | LUCIANA TITOS: 9, | HEMEDI AGREY MMBAGA { | TICDIBPPMIs637—" TICDIBPPM/G46I2 TICDIBPPMISO2A021 | 70) SALOME KIMAMBO (oS QUESTION: Describe the RBM Lifecycle TICDIBPPM/621/21on of Results Based Managem (2017) The United Nations Development Group Difines results based management as a management strategy by which all actors contributing directly or indirectly to achieving a set of results, ensur that their processes, products and services contribute to the achievemnet of desired results (outputs, ‘outcomes, and higher level goals or impact). The actors in tur use information and evidence on actual results to inform decision making on the design, resourcing and delivery of programmes and activities as well as for accountability and reporting. According to Bester, Angela, (2012) Results-Based Management (RBM) is a management approach that seeks to ensure that all actors contribute tly or indirectly to a defined set of results, By ensuring that their processes, products and services contribute to the achievement of desired results (outputs, outcomes and higher level goals or impact). ‘The actors in turn use information and evidence on actual results to inform decision-making on the design, resourcing and delivery of programmes and activities as well as for accountability and reporting. RBM includes the situation analysis that lay the foundation for well-artculated theories of change, the ‘demification of measurable results and risk responsive strategies, and the systematic monitoring and reporting of the programmes progress and evaluation. According to UNICEF,(2015) REM approach has often led to better-designed programmes, there is room for improvement through a more holis application in programme implementation, monitoring, evaluation, reporting and management, Much of the emphasis in the implementation of results-based management has been on developing the strategic plans, country programme documents and the results matrices. The managing for results aspect of resuls-based management in the form of using information for programme improvement is less prominent. [Also, Results-Based Management supports multiple actors in working together to create ‘meaningful change in project lives. It means planning and tracking the achievement of actual results to support more effective programming, more fMicient resource use, greater accountability and more compelling reporting. It requires planning fv, achievi and demonstrating not just that activities have been completed, but that results hase been realized for people on the ground, (UNICEF, 2015)OFCD Definition of RBM (2017) The Organisation for Economie coperation and Development (OECD) defines RBM as ‘management strategy focussing on performance and achievement of outputs, outcomes an inpacts’ CIDA Definition of EBM (1999) Canadion International Development Ageney (CIDA) holds that " aims at improving manag effetiveness and accountability by defining realistic expected results, According to UNDP (2009) Iris also considered asa life-cycle approach (see fig 1). It incorporates planning, monitoring and evaluaation. To get feedback for decision-making and lesson leamed for development result ‘monitoring and evaluation provide in veluble information, The table in annex I shows the {definition of RBM by various organisations of the United Nations system. Fig I: The RM Life-Cyele Approach Planning In planning process, we hamess e:idenee and analysis about the context in which we wish to intervene both as it is now and hav it is likely to evolve, This allows us to identify eriieal deprivations faced by project and te eauses that underlie them. That is what we need in order to identify what we want to change s out the current situation and for whom, We prioritize 1 0se 2eprivations andthe causes e will address. Then we define pathways of change towards our desire Store (ouF theories of change) involves defining our desired results and strategies 10 achieve them, As we do so, We consider the assumptions we are making, how we will mitigte sisks to achieving our desired future, capitalize on opportunities, and build longer-term resilience toshocks. And we ensure that we'll be able to measure whether we re moving inthe hoped-for direction, Monitoring Monitoring allows managers to find out how well thei interventions are progressing. It is @ key Component of results-based management, providing an opportunity to track both the implementation and the results of an initiative, project or programme. Armed with a results framework, a detailed monitoring plan can help managers track ther indicators and targets, collect evidence of change and report on progress to date,(Bartle, Phil, 2011) Monitoring draws on the key RBM tools developed in the planning stage, including the results framework and the monitoring plan, which are the core building bocks of a monitoring system. Results monitoring focuses specifically on results at the output, outcome and impaet level and enables you to trick progress towards your ultimate destination (impact) and all the points in ‘between (your outputs and outcomes). Monitoring enables you to manage for results, especially if {you are falling short of targets or require additional resources or different strategies to beter reach ‘your desired outcomes. Program monitoring isa process that provides us with data needed to determine three things: 1. Whether we are implementing the programme as planned (implementation.) 2. Whether we are achieving the expected results (based on the theory of change and planned outputs, outeomes and impact) 3. Whether adjusiments need to be made to the programme activities ano strategies in order to ensure that expected results are achievedsigur 42 Sx stein ress besed management mont : CONSULT PLAN SELECT COLLECT COMMUNICATE TAKE atte contig a and cect framework colsand_ ana report ct approaches dats dings Evaluation Evaluation isa core component of the RBM cycle. It helps determine the extent to which planned or unexpected results have been achieved: it also provides credible evidence-based information ‘recommendations and lessons to improve future programming and decision-making. Solid RBM systems are the foundation for useful evaluations. Evaluation constitutes an important element of accountability for an organization. Evaluations are a source of evidence for the achievement of results and ‘verification for reporting on outputs and outcomes,( Bartle, Phil, 2011) stitutional performance and serve as a major means of decision-making and In evaluation there are these steps. AsSiss AN MANAGE PROVIDED EHIATE PREPARE USEAccording to Werner Meier (2003) Discuss RBM Lifeeycle into six steps. There are six steps to managing for results that constitute the RBM management cycle (Figure 1). For those who are unfamiliar with the RBM tools and techniques, more details deseribing this step-by-step approach are presented in Annex A. Figure 1. Ste’ “ep Approach Development | andatelProh le | Performance \ | Ni Appraisal and | Adjustments s ae = Data Collection Build Results: ki Analysis & BesedlLcale,, (tans Be \_ Reporting Performance Co Strategy Step 1: involves establishing the development intervention profile: = Review mandate and objectives * Conduct stakeholders analysis, = Determine governance structure; roles and responsibilities involves building a results-baced logie model with stakeholders: Step 2: = Determine appropriate takeholder participation; 5Understand the results chain an aticulate expected results: Answer the key questions ~ Why? What do we Want? For Whom? And How # Usea logic model to illustrate causality step 3: involves developing a risk management plan Identify the underlying assumptions in the logie model; Conduct a risk analysis ofthe assumptions; Elaborate risk mitigation strategies where needed. 1 performance review plan: ‘Step 4: involves preparin management audit and evaluation + Determine performance measurement, requirements; ‘Select performance indicators and com urement plans plete a performance mea + Estimate performance review costs, Step 8: involves measuring performance and reporting + Develop data collection instruments and systems; «Establish baseline data and then set performance targets; + Collec: and analyse performance and risk data; «Fulfil internal and extemal reporting requirements wolves stakcholders in the appraisal of performance information: step + Diagnose performance shortcomings; + Design and develop solutions; + Use Performance information for organisational learning. rhe RBM management yc is complete when adjustments are made to annual implementation plans to improve efessiveness based on credible performance information‘The use of three phases in the RBM lieeyele that are Planning, Monitoring and evaluation it focuses on the following % allows fora systematic and structured approach to managing projects and programs. + Iwenures that the foeus remains on achieving the desired results and outecmes. rae han just implementing activities or spending budaets. + RBM emphasizes the importance of sting clear objectives, monitoring progress, and cvaluating the impacto improve the effectiveness and eliceney of projects and program Conclusion “Managing for results akes persistence and endurance. The more you practice using the various tools and frameworks, the more comforable you will be using them in your work. Managing for {rom experience results also requires being iterative, participatory and learitRE RENCES Bes _. Angela, Results-Based Management in the United Nations Development System: Progress and challenges. A report prepared for the United Nations Department of Economic and Soci Attuis, forthe Quadrennial Comprehensive Policy Review, Juy 2012. Bartle, Phil The Nature of Monitoring and Evaluation, Definition and Purpose, Workshop handout, Community Empowerment Collective, 2011 -improving Quality Donor Reporting’, Public Sector Resource Development Webinar Series UNICEF, 9 July 2013 Canadian Intemational Development Agency (CIDA). (1999). Result based management in CIDA, Canada, United Nations (UN). 2017). Result-based management in the United Nations system, high impact model for results-based management benchmarking framework, stages of development and ‘outcomes. Geneva, United Nations. ‘uups://www.unjiu.org/sites/wwww.unjiv.org! filesjiv_note_2017_I_english_O.pdt Organization for Economic Co-operation and Development (OECD). (2017). DAC Peer review synthesis note: Results based management and evaluation OECD countries. Paris: Organization for Economie Co-operation and Development, Franee. Wemer meier (2003). Towards a common understanding among development cooperation agencies, Results-Based Management Group Ottawa, Canada, RBMG @ istar.ca