This paper seeks to contribute to discussion in CIDA on the use of Results-Based Management (RBM) for assessing multilateral programming. It focuses on RBM's relevance to the “Institutional Support” component of multilateral work. Though applied across CIDA, RBM was designed with bilateral projects/programs in mind. There is recognition within Multilateral Programs Branch (MPB) of RBM's role in strengthening multilateral work. But many staff believe that RBM's emphasis on objectively measurable results, and on direct causal links between activities and results, is unrealistic in the context multilateral work. They feel that RBM compels them to report on their work in a way that is neither as meaningful nor as complete as it could be.