This paper synthesizes the experiences of seven donor agencies with establishing and implementing their results based management systems, comparing similarities and contrasting differences in approach. Illustrations drawn from individual donor approaches are used throughout the paper. Key features of results based management are addressed, beginning with the phases of performance measurement, Ex: clarifying objectives and strategies, selecting indicators and targets for measuring progress, collecting data, and analyzing and reporting results achieved. Performance measurement systems are examined at three key organizational levels, the traditional project level, the country program level, and the agency-wide (corporate or global) level. Next, the role of evaluation vis-à-vis performance measurement is addressed. Then the paper examines how the donor agencies use performance information -- for external reporting, and for internal management learning and decision-making processes. It also reviews some of the organizational mechanisms, processes and incentives used to help ensure effective use of performance information, e.g., devolution of authority and accountability, participation of stakeholders and partners, focus on beneficiary needs and preferences, creation of a learning culture, etc. The final section outlines some conclusions and remaining challenges, offers preliminary lessons, and reviews next steps being taken by the Working Party on Aid Evaluation to elaborate good practices for results based management in development co-operation agencies. Source: Results Based Management In The Development Co-Operation Agencies