An assessment of the implementation of results based management approach in non-governmental organizations: a case study of the ecumenical pharmaceutical network

Abstract

The increased pressure for accountability by Non-Governmental Organizations (NGOs) to demonstrate to funders and various stakeholders that resources have indeed been used to achieve intended results has increasingly led to the adoption of Results Based Management (RBM) in NGOs. The main focus of the study was on the use of the RBM approach in NGOs focusing specifically on a single NGO; the Ecumenical Pharmaceutical Network (EPN). The study determined how planning in the context of the results based monitoring and evaluation system was done, how it is being operationalised and implemented, narrowing down specifically to whether the monitoring and reporting practices are in line with RBM approach and principles. RBM is an extensive management approach whose main focus is on achieving results. Both quantitative and qualitative research methods were used and questionnaires were sent via survey monkey, key informant interviews were also done in addition to secondary data review of organizational documents. Findings revealed that the monitoring and evaluation system was mostly in line with RBM practice albeit some challenges. The planning was well formulated with a strategic plan and intervention logic was well understood. The organization emphasizes on the higher level results or intended change in their planning so that the planning is done with the ultimate goal in mind. Monitoring was a routine process in the organization with indicators at all levels of results. Baseline assessments were mostly done at the start of interventions to allow for comparison at the end of the intervention. Decisions for current and future interventions are made by management and project officers based on the findings from the weekly and monthly reflective meetings and progress reports. The major challenges identified were capacity challenges especially vi for data collection and analysis. There were also gaps in data storage as data was at times not systematically stored on the central online server for easy retrieval. Risk analysis and risk monitoring were also not done comprehensively. Some project budgets did not have budget lines allocated for M&E. As a network organization, the involvement of key stakeholders in the problem mapping and analysis is vital and findings revealed that stakeholder participation was not comprehensive especially in the short to medium term plans. The staff incentives were not well structured in terms of aligning them to the results and this is imperative in results based management practice. In conclusion, findings revealed that the monitoring and evaluation system was mostly in line with RBM practice albeit some challenges. Recommendations of the study are that there is need for constant capacity building of staff in both data collection and analysis to augment the current training efforts in the organization. In addition to training there is need to put into practice knowledge gained through exposing the staff to actual data collection and analysis as they tend to forget with time. The storage of data needs to be in a systematic way as the retrieval of data is key in establishing and measuring outcomes and impact. There is need for training in risk analysis, monitoring and the coming up of risk mitigation plans. There should be funding allocated to M&E for all the programmes and projects that the organization implements. Another recommendation is that to able be measure and monitor results on outcomes, there is a need to use techniques that simplify the data collection such as Lot quality assurance sampling (LQAS).