Cover -- Title Page -- Contents -- Preface -- About the Authors -- Introduction: Building a Results-Based Monitoring and Evaluation System -- Introduction -- Part 1: New Challenges in Public Sector Management -- International and External Initiatives and Forces for Change -- National Poverty Reduction Strategy Approach -- Internal Initiatives and Forces for Change -- Part 2: Results-Based M&E-A Powerful Public Management Tool -- Monitoring and Evaluation: What Is It All About? -- Key Features of Traditional Implementation-Focused and Results-Based M&E Systems -- Many Applications for Results-Based M&E -- Project, Program, and Policy Applications -- Internal and External Applications -- Knowledge Capital -- Transparency and Accountability -- Political and Technical Challenges to Building a Results-Based M&E System -- The Political Side of M&E -- The Technical Side of M&E-Building Institutional Capacity -- Introducing the 10-Step Model for Building a Results-Based M&E System -- Where to Begin: Whole-of-Government, Enclave, or Mixed Approach -- Part 3: M&E Experience in Developed and Developing Countries -- M&E Experience in Developed and OECD Countries -- Indications of Progress to Date in OECD Countries -- Conclusions and Lessons from OECD Countries -- Special M&E Challenges Facing Developing Countries -- M&E Experience in Developing Countries -- Notes -- CHAPTER 1 Step 1: Conducting a Readiness Assessment -- Introduction -- Part 1: Why Do a Readiness Assessment? -- Three Main Parts of the Readiness Assessment -- Incentives and Demands for Designing and Building a Results-Based M&E System -- Roles and Responsibilities and Existing Structures for Assessing Performance of the Government -- Capacity Building Requirements for a Results-Based M&E System -- Part 2: The Readiness Assessment: Eight Key Questions.

What Potential Pressures Are Encouraging the Need for the M&E System within the Public Sector and Why? -- Who Is the Advocate for an M&E System? -- What Is Motivating the Champion to Support Such an Effort? -- Who Will Own the System? Who Will Benefit from the System? How Much Information Do They Really Want? -- How Will the System Directly Support Better Resource Allocation and the Achievement of Program Goals? -- How Will the Organization, the Champions, and the Staff React to Negative Information Generated by the M&E System? -- Where Does Capacity Exist to Support a Results-Based M&E System? -- How Will the M&E System Link Project, Program, Sector, and National Goals? -- Part 3: Readiness Assessments in Developing Countries: Bangladesh, Egypt, and Romania -- Readiness Assessments: Three Developing Country Cases -- Part 4: Lessons Learned -- Incentives and Demands for Designing and Building a Results-Based M&E System -- Roles and Responsibilities and Existing Structures for Assessing Government Performance -- Capacity Building Requirements for a Results-Based M&E System -- CHAPTER 2 Step 2: Agreeing on Outcomes to Monitor and Evaluate -- Introduction -- The Importance of Outcomes -- Issues to Consider in Choosing Outcomes to Monitor and Evaluate -- The Importance of Building a Participatory and Consultative Process Involving Main Stakeholders -- The Overall Process of Setting and Agreeing upon Outcomes -- Identify Specific Stakeholder Representatives -- Identify Major Concerns of Stakeholder Groups -- Translate Problems into Statements of Possible Outcome Improvements -- Disaggregate to Capture Key Desired Outcome -- Develop a Plan to Assess How a Government or Organization Will Achieve These Outcomes -- Examples and Possible Approaches -- CHAPTER 3 Step 3: Selecting Key Performance Indicators to Monitor Outcomes -- Introduction.

Indicators Are Required for All Levels of Results-Based M&E Systems -- Translating Outcomes into Outcome Indicators -- The "CREAM" of Good Performance Indicators -- The Use of Proxy Indicators -- The Pros and Cons of Using Predesigned Indicators -- Constructing Indicators -- Setting Indicators: Experience in Developing Countries -- CHAPTER 4 Step 4: Setting Baselines and Gathering Data on Indicators -- Introduction -- Establishing Baseline Data on Indicators -- Building Baseline Information -- Identifying Data Sources for Indicators -- Designing and Comparing Data Collection Methods -- The Importance of Conducting Pilots -- Data Collection: Two Developing Country Experiences -- CHAPTER 5 Step 5: Planning for Improvement-Selecting Results Targets -- Introduction -- Definition of Targets -- Factors to Consider When Selecting Performance Indicator Targets -- Examples of Targets Related to Development Issues -- The Overall Performance-Based Framework -- CHAPTER 6 Step 6: Monitoring for Results -- Part 1 -- Key Types and Levels of Monitoring -- Links between Implementation Monitoring and Results Monitoring -- Part 2 -- Key Principles in Building a Monitoring System -- Achieving Results through Partnership -- Needs of Every Results-Based Monitoring System -- Ownership -- Management -- Maintenance -- Credibility -- The Data Quality Triangle: Reliability, Validity, and Timeliness -- Analyzing Performance Data -- Pretesting Data Collection Instruments and Procedures -- CHAPTER 7 Step 7: The "E" in M&E-Using Evaluation Information to Support a Results-Based Management System -- Introduction -- Uses of Evaluation -- Pragmatic Uses of Evaluation -- Help Make Resource Allocation Decisions -- Help Rethink the Causes of a Problem -- Identify Emerging Problems -- Support Decisionmaking on Competing or Best Alternatives -- Support Public Sector Reform and Innovation.

Build Consensus on the Causes of a Problem and How to Respond -- Using Evaluation to Answer Management Questions -- The Timing of Evaluations -- Divergence between Planned and Actual Performance -- The Contributions of Design and Implementation to Outcomes -- Resource Allocations -- Conflicting Evidence of Outcomes -- Types of Evaluations -- Performance Logic Chain Assessment -- Pre-Implementation Assessment -- Process Implementation Evaluation -- Rapid Appraisal -- Case Study -- Impact Evaluation -- Meta-Evaluation -- Characteristics of Quality Evaluations -- Examples of Evaluation at the Policy, Program, and Project Levels -- CHAPTER 8 Step 8: Reporting the Findings -- Introduction -- The Uses of Monitoring and Evaluation Findings -- Know and Target the Audience -- Presentation of Performance Data in Clear and Understandable Form -- Written Summaries -- Executive Summaries -- Oral Presentations -- Visual Presentations -- What Happens If the M&E System Produces Bad Performance News? -- CHAPTER 9 Step 9: Using the Findings -- Introduction -- Uses of Performance Findings -- Additional Benefits of Using Findings: Feedback, Knowledge, and Learning -- Strategies for Sharing Information -- Empower the Media -- Enact "Freedom of Information" Legislation -- Institute E-Government -- Put Information on Internal and External Internet Sites -- Publish Annual Budget Reports -- Engage Civil Society and Citizen Groups -- Strengthen Parliamentary Oversight -- Strengthen the Office of the Auditor General -- Share and Compare Results Findings with Development Partners -- CHAPTER 10 Step 10: Sustaining the M&E System within the Organization -- Introduction -- Six Critical Components of Sustaining Results-Based M&E Systems -- Demand -- Clear Roles and Responsibilities -- Trustworthy and Credible Information -- Accountability -- Capacity -- Incentives.

The Importance of Incentives and Disincentives in Sustaining M&E Systems -- Possible Problems in Sustaining Results-Based M&E Systems -- Validating and Evaluating M&E Systems and Information -- M&E: Stimulating Positive Cultural Change in Governments and Organizations -- Last Reminders -- CHAPTER 11 Making Results-Based M&E Work for You and Your Organization -- Why Results-Based M&E? -- How to Create Results-Based M&E Systems -- Summing Up -- Annex I: Assessing Performance-Based Monitoring and Evaluation Capacity: An Assessment Survey for Countries, Development Institutions, and Their Partners -- Introduction -- The Survey -- Annex II: Readiness Assessment: Toward Results-Based Monitoring and Evaluation in Egypt -- Contents -- Executive Summary -- Background -- Methodology -- Areas Recommended for Moving Forward -- Background -- The International Experience -- Methodology -- Summary of Findings -- Leadership -- Incentives or Key Drivers -- Mandates or Clear Authorities -- A Well-Defined Strategy -- Pockets of Innovation -- Information Driving Decision-Making -- Links to Resource Decisions -- Implementing a Workable Strategy -- Donor Sponsored Activities -- Illustrative Current Technical Assistant Activities -- Moving to Results-Based Monitoring and Evaluation: Recommendations -- Near-Term Activities to be Supported by the World Bank -- 1. Provide technical support to the Minister of Finance in im plementing his vision to shift the budget process to one that focuses on results -- 2. Improve Egypt's statistical capacity -- Annexes -- Annex A -- Background -- Meetings to be Held with Key Officials -- Expected Outputs from the Mission -- Annex B -- Annex C -- Egypt and the International Development Goals -- Annex D -- Notes, References, and Resources -- Notes -- References -- Annex III: Millennium Development Goals (MDGS): List of Goals and Targets.

Annex IV National Evaluation Policy for Sri Lanka Sri Lanka: Evaluation Association (SLEva) jointly with the Ministry of Policy Development and Implementation.