The Link between RBM, monitoring and evaluation:  A life-cycle perspective 

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Over the past ten years, a sweeping change in public administration, world-wide, has transformed the way those involved in international co-operation plan, manage, evaluate and report on their projects and programs.

In this new “results-oriented world”, the pressure is on project managers and evaluation practitioners alike to establish and document the linkage between resources and development results.

For evaluators, sound application of
Results Based Management (RBM) methods and tools – situation assessment, results logic modeling, risk analysis and mitigation, performance measurement – is integral to the evaluability of development initiatives.

By encouraging disciplined thinking on the relationship between resources, program/project reach and results, RBM practice can generate rational results “road maps” for managers to follow throughout the program/project life cycle. 

At the same time, various results and risk planning frameworks and reports provide evaluators with a reference point for designing sound evaluative questions and, in turn, pave the way for evaluators to make useful evaluation reports to influence practice.

For us, then, evaluation and RBM are inextricably linked.

Sensitive to this emergence of a results orientation in public administration, P:N is committed to a dual focus. We strive to be utilization-focused in our evaluation – with a bent on servicing accountability relationships while also engaging stakeholders in dialogue and leaving behind useful insight for management practice.

At the same time, through our RBM training & mentoring, we strive to strengthen capacities among program/project managers to fix on realistic results and manage accordingly.

For us, this dual focus signifies the contribution our stable of consultants can most usefully make toward meaningful, lasting development and peace.