What Is Results-Based Management?

Results-based management, or RBM, is an approach to project management that shifts the focus from activities to measurable results. In humanitarian and development contexts, resources can be limited and needs can be urgent. RBM ensures that projects deliver measurable benefits to communities while meeting donor expectations.

It is different from more traditional project management approaches, which often focus on processes, completing tasks and compliance with plans — for example, distributing 1,000 food parcels. RBM prioritises outcomes and impact: outcomes like reducing malnutrition rates by 20%, or impacts like improving community food security.

This results-oriented approach aligns projects with sustainable development objectives. It makes projects more accountable and supports continuous improvement.

RBM Adds Direction and Accountability

We can say that RBM adds a dimension of responsiveness and accountability to more traditional process-focused approaches — and it adds a sense of direction. Everything the project does is focused towards higher-level results. Information from monitoring supports adaptive management in responding to reality as the project unfolds.

For those implementing RBM, this approach delivers results that keep donors satisfied and meets the genuine needs of beneficiaries.

RBM in Uncertain Environments

RBM is especially valuable in uncertain environments. It applies effectively to both humanitarian crises and long-term development programs.

• In a refugee camp, RBM tracks whether food aid reaches the intended target group and reduces food insecurity. Monitoring enables decision-makers to adjust rapidly if issues arise.
• In a rural education project, the RBM approach ensures teacher training delivers results, leading to improved literacy — not just better teachers. Monitoring and evaluation data guide refinements, keeping projects on track.

This continuous feedback loop, driven by monitoring data and stakeholder input, becomes critical in uncertain environments where conditions like funding cuts or shifting community needs can arise unexpectedly.

Defining clear results at the outset provides you with a framework — including indicators, baselines and targets for success — ensuring that your resources translate into positive change.

A Brief History of RBM

RBM first appeared in the 1990s as a response to demands from donors and governments for greater efficiency and more transparency in public sector management. Despite decades of aid and development, many development targets — reducing global poverty, improving health access — were still not being met. This prompted a shift towards results-focused approaches.

Organisations like the UN and international NGOs quickly adopted RBM to address these challenges. It aimed to align projects with donor-expected results (measurable outcomes and impact, such as increased school enrolment or reduced disease prevalence) and transparent reporting to demonstrate accountability.

In humanitarian work, RBM meets the need for quick and accountable responses to crises, making sure that aid delivers immediate outputs like food distributions as well as long-term impacts such as improved community resilience. In development, it helps build sustainable change by focusing on capacity building — training local leaders and fostering community ownership to ensure lasting benefits.

Bridging Stakeholder Expectations

The importance of RBM lies in its ability to bridge stakeholder expectations. Donors want evidence of results — measurable outputs — to justify funding. But communities demand projects that directly address their needs.

For example, a donor might prioritise the number of beneficiaries reached in a food aid program, but the community values access to culturally appropriate aid such as halal-compliant meals. RBM reconciles these by defining results that satisfy both — such as "90% of households receive culturally appropriate outputs within 48 hours of a crisis."

Challenges

Of course, there are challenges. Balancing rigid donor demands (strict reporting deadlines) with long-term community outcomes (sustainable livelihoods) means you also need to embrace adaptive management, strong negotiation skills and clear communication to align those different expectations.