Difference between revisions of "Result Based Monitoring of Cookstove Projects"
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Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results. | Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results. | ||
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| − | + | '''8.1 Introduction to Results Based Monitoring (RBM)''' | |
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| − | '''8.1 Introduction to Results Based Monitoring (RBM)''' | ||
Results Based Monitoring is an international monitoring standard developed and agreed by the OECD DAC[[#_ftn1|<span><span><span><span style="font-size: 11pt">[1]</span></span></span></span>Results are defined as development changes that follow directly from an intervention; they can be outputs, outcomes or impacts (intended or unintended, positive and/or negative) resulting from a development intervention. According to the OECD-DAC definition, results occur as causal sequences from a development intervention towards the desired objectives. Results Based Monitoring is a method to examine the result hypotheses in a empirical and systematic way.]] to monitor development results. | Results Based Monitoring is an international monitoring standard developed and agreed by the OECD DAC[[#_ftn1|<span><span><span><span style="font-size: 11pt">[1]</span></span></span></span>Results are defined as development changes that follow directly from an intervention; they can be outputs, outcomes or impacts (intended or unintended, positive and/or negative) resulting from a development intervention. According to the OECD-DAC definition, results occur as causal sequences from a development intervention towards the desired objectives. Results Based Monitoring is a method to examine the result hypotheses in a empirical and systematic way.]] to monitor development results. | ||
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| − | ''' | + | '''Results chains''' |
The basis of Results Based Monitoring is the ''results chain'', which describes how a development intervention, through a step-by-step process, contributes to development results. The intervention starts with the inputs used to perform activities, and these lead to the outputs of the project. These outputs, which are used by target groups or intermediaries, lead to outcomes and impacts. In most cases, it is relatively easy to attribute changes, up to the level that identifies the uses of the output. | The basis of Results Based Monitoring is the ''results chain'', which describes how a development intervention, through a step-by-step process, contributes to development results. The intervention starts with the inputs used to perform activities, and these lead to the outputs of the project. These outputs, which are used by target groups or intermediaries, lead to outcomes and impacts. In most cases, it is relatively easy to attribute changes, up to the level that identifies the uses of the output. | ||
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Beyond this, climbing up to the levels of ‘outcome’ and ‘impact’, external factors influence whether the intended results can be achieved. These external factors can only be controlled or influenced to a certain extent (if at all) by the project or programme. Whether the objectives are met no longer depends solely on the performance of the project, but depends on all the actors and external factors involved. Therefore, achievements are only attributable to the intervention up to a certain level – called the ‘outcome’. Beyond the outcome, effects can no longer be directly linked to this one development intervention. The ''attribution gap'' widens at the stage where changes, although observed in the target area, cannot be solely related to project outputs. | Beyond this, climbing up to the levels of ‘outcome’ and ‘impact’, external factors influence whether the intended results can be achieved. These external factors can only be controlled or influenced to a certain extent (if at all) by the project or programme. Whether the objectives are met no longer depends solely on the performance of the project, but depends on all the actors and external factors involved. Therefore, achievements are only attributable to the intervention up to a certain level – called the ‘outcome’. Beyond the outcome, effects can no longer be directly linked to this one development intervention. The ''attribution gap'' widens at the stage where changes, although observed in the target area, cannot be solely related to project outputs. | ||
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Up to where a causal relation between outputs and observed development changes can be demonstrated, projects are entitled to claim the observed development changes as an ‘outcome’ of their activities. Project and programme objectives or targets are set at this level. | Up to where a causal relation between outputs and observed development changes can be demonstrated, projects are entitled to claim the observed development changes as an ‘outcome’ of their activities. Project and programme objectives or targets are set at this level. | ||
| − | + | Beyond the outcome level, projects and programmes aim at further impacts, which are usually the ultimate reason for the intervention. | |
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| − | In most cases it is not possible to bring the ‘impact’ into a causal relation, as too many actors are involved to isolate clearly the effect of a single intervention. Nonetheless, the project should seek to address and verify the contribution of the project impacts against highly aggregated development results (as, for instance, the Millennium Development Goals, MDGs). Even though full-scale ''attribution ''cannot be done, GTZ expects its managers to provide plausible hypotheses on the projects ''contributions ''to high-level development results (Figure8.1). | + | In most cases it is not possible to bring the ‘impact’ into a causal relation, as too many actors are involved to isolate clearly the effect of a single intervention. Nonetheless, the project should seek to address and verify the contribution of the project impacts against highly aggregated development results (as, for instance, the Millennium Development Goals, MDGs). Even though full-scale ''attribution ''cannot be done, GTZ expects its managers to provide plausible hypotheses on the projects ''contributions ''to high-level development results (Figure8.1). |
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Revision as of 13:08, 19 November 2008
=> Back to Overview Compendium
Why monitor?
Projects introduce development changes to make a difference to the lives of target groups. They strive to achieve positive change, and it is essential for them to monitor and evaluate the causal chain from project activity to impacts if they are to prove the value of their project. This information is needed for both project management and for reporting to the outside world (e.g. a partner or donor).
Results Based Monitoring (RBM) serves different purposes:
- To check that set targets have been met
- To provide data and information for reviewing the strategy
- To steer and make changes, where necessary, to an intervention
- To create ownership among various project actors
- To provide evidence on progress/ changes/ achievements for national partners (e.g. ministries).
Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results.
8.1 Introduction to Results Based Monitoring (RBM)
Results Based Monitoring is an international monitoring standard developed and agreed by the OECD DAC[1]Results are defined as development changes that follow directly from an intervention; they can be outputs, outcomes or impacts (intended or unintended, positive and/or negative) resulting from a development intervention. According to the OECD-DAC definition, results occur as causal sequences from a development intervention towards the desired objectives. Results Based Monitoring is a method to examine the result hypotheses in a empirical and systematic way. to monitor development results.
Results chains
The basis of Results Based Monitoring is the results chain, which describes how a development intervention, through a step-by-step process, contributes to development results. The intervention starts with the inputs used to perform activities, and these lead to the outputs of the project. These outputs, which are used by target groups or intermediaries, lead to outcomes and impacts. In most cases, it is relatively easy to attribute changes, up to the level that identifies the uses of the output.
Beyond this, climbing up to the levels of ‘outcome’ and ‘impact’, external factors influence whether the intended results can be achieved. These external factors can only be controlled or influenced to a certain extent (if at all) by the project or programme. Whether the objectives are met no longer depends solely on the performance of the project, but depends on all the actors and external factors involved. Therefore, achievements are only attributable to the intervention up to a certain level – called the ‘outcome’. Beyond the outcome, effects can no longer be directly linked to this one development intervention. The attribution gap widens at the stage where changes, although observed in the target area, cannot be solely related to project outputs.
Up to where a causal relation between outputs and observed development changes can be demonstrated, projects are entitled to claim the observed development changes as an ‘outcome’ of their activities. Project and programme objectives or targets are set at this level.
Beyond the outcome level, projects and programmes aim at further impacts, which are usually the ultimate reason for the intervention.
In most cases it is not possible to bring the ‘impact’ into a causal relation, as too many actors are involved to isolate clearly the effect of a single intervention. Nonetheless, the project should seek to address and verify the contribution of the project impacts against highly aggregated development results (as, for instance, the Millennium Development Goals, MDGs). Even though full-scale attribution cannot be done, GTZ expects its managers to provide plausible hypotheses on the projects contributions to high-level development results (Figure8.1).
