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Malaysian Evaluation Society

Integrated Results Based Management: Better SDG results and reporting

One of the most commonly asked questions that we get at the Malaysian Evaluation Society is, how can I show the impact that my organisation/department/programme is making toward the Sustainable Development Goals?  Given that there are 17 global goals with 169 targets between them, this is a very good question.

While Results Based Management (RBM) can useful for assessing results, this approach has led to a system of global silos; governments, NGOs, programmes and projects are working toward the same goals but are not integrated in their approach.  Sometimes silos even appear across organisations. If we’re not integrated in our approach to achieving the SDGs, how can we possibly measure our combined impact?  The same question can be asked of governments and organisations.

The Solution

Integrated Results Based Management (IRBM) is based on Results Based Management but forms integral linkages between departments, ministries and organisations working toward the same goals. IRBM also looks at the bigger picture, harmonizing development planning, budgeting, personnel performance, M&E, and evidence-based decision making (all of which are components of donor requirements).

This global best practice will push forward the achievement of the SDGs.  Take a closer look at some of the linkages made through the IRBM system:

The IRBM System:

- Systematically cascades national/organisational priorities to relevant contributing lower levels
- Uses a programme/activity approach to assign responsibilities and accountability for shared impact and outcomes between national & lower levels of government, departments within an organization, or across programmes conducted by the same or different organisations
- Integrates all resource use from different levels or areas towards one or more relevant programme area
- Links policy with priority development needs at grass-root/project levels
- Identifies relevant programs at the same level that jointly contribute to an outcome/impact area
- Establishes contributions of complementary projects under a particular programme to one or more outcomes
- Assesses overlaps and redundancies between different programmes/projects at the same level towards a particular programme outcome/impact area
- Integrates different sources of funding and resources application towards a particular programme
- Manages complementary sources of funding from various contributors towards a programme

Because this system is so dynamic, organisations of any size can use this to:

  1. Have better programmatic results
  2. Measure those results in a way that really showcases the good work put in

This system will help to link the SDG outcomes to your work, which will inevidably have an impact on those who are most vulnerable.


Sources:

www.mypremas.com

What are Key performance indicators?


A performance measurement tool is not only used to evaluate outcomes, it’s a tool for program management. Here’s a simple guide on how to set effective KPIs.

Step1: Defining KPIs

KPI stands for ‘Key Performance Indicator’.  KPIs are the key contributors to the success of the goal and should be measurable, quantifiable and adjustable.  KPIs are very useful for keeping track of project/program progress throughout the year and fine-tuning actions related to your KPIs along the way can improve performance dramatically.

For example, if the goal of your project is: ‘to improve the health status of 5-12 year olds from the Roma population in Belgrade’, it will likely consist of several KPIs that contribute to the success of the goal.  They might be: ‘the extent to which the population has access to primary health care’, ‘number of diagnoses made among the population’, ‘number of community health care workers per KM/sq.’, etc.

By monitoring these KPIs throughout your project, you’ll be able to keep track of your results in real time and you’ll be able to act quickly if one of them is not achieving the results you want.  That’s why it’s important for KPIs to always be measurable - they will always provide an indicator of what you have defined to be a successful outcome.

Step 2: Defining Tools and Methods for Monitoring, Measuring and Evaluation

After establishing KPIs, it’s time to define the methods, measures and tools for keeping track of them.  Some of the things you’ll want to consider are what sources of data can be used to collect information on your KPIs, what method you’ll use to collect data (ie, document review, interview), how frequently you’ll collect data, who is responsible, budget, etc.  Methods, measures and tools will likely vary across KPIs.

Step 3. Make a Monitoring Plan

During this step, you’ll want to list the activities that you need to do in order to monitor each KPI using the methods decided upon in Step 2.  It would be helpful to put this into table form and determine how frequently your KPIs will be measured. It’s also important to foresee resources required to conduct monitoring and measurement and assign responsibility to the team members responsible.

 

Article written by: Nicole Ristic


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