CONCEPT PAPER
RESULT BASED PLANNING
RESULT-ORIENTED PLANNING
Overall Objective/ Goal
Specific Objective/ Purposes
Expected Result/ Output
Activities
Long Term Result/ Impact
Overarching Project Goal/ Outcome
Specific Project Goal/ Output
Activities
objectives-oriented result-oriented
Logical Framework Approach
Result-Oriented Planning
RESULT-ORIENTED PLANNING
Objectives is the program’s
achievement or the-end-status of the program.
Result is a intended, expected, desired, and positive change that is
brought by the program.
Objective-oriented Result-oriented
Can be applied to the ‘sterile” situations where
the problem is fully identified, localized areas of intervention program, all stakeholders involved
in the process of planning, and a significant amount
of funds available to contribute to the
achievement of common goals.
Should be applied to the “complex” situations where the problem can not be fully identified, the intervention program is quite extensive
and cross-sector, not all stakeholders can be involved in the planning process, and
the amount of funds available can only serve as a stimulant
for the achievement of program objectives
Logical Framework Approach
RESULT-ORIENTED PLANNING
Set objectives (goals and purposes)
Goal
Purposes
Output
Activities
Purposes
Activities
Output
Activities
Activities
Activities
Activities
Activities
Output Output
Result-Oriented Planning
RESULT-ORIENTED PLANNING
Identify possibility of change
Impact
Outcome
Output
Activities
Outcome
Activities
Output
Activities
Activities
Activities
Activities
Activities
Output Output
Impact
Outcome
Outcome
The Result Chain
RESULT-ORIENTED PLANNING
ImpactOutcome
Activities OutputInput
Implementation Result
Level 1: Project Controls Level 3Level 2
Cause/effect hypotheses : assumptions as to how and under what conditions the outputs lead to the outcome, with this in turn delivering its long-term impact. Cause/effect hypotheses should be checked at regular intervals during the project to ensure that they are correct.
Level 2: Project prepares and steers – can be directly causally assigned to the project
Level 3: Plausible effect of the project – can usually not be attributed solely to the project
Result-Oriented Planning
RESULT-ORIENTED PLANNING
Impact
Outcome
Activities
Activities
Activities
Output Output
Outcome
Output (specific project goals): products, goods, services and sets of regulations/ standards that have arisen as a result of the Activities.
Outcome (overarching project goal): the effectsof the project on its environment (on partners, intermediaries and the target group). The outcome (overarching project goal) is therefore also achieved through the participation of target groups and intermediaries.
Impact (long-term result) : a longer-term indirect effect that usually can no longer be attributed solely to the project.
Leve
l 1:
Proj
ect
Cont
rols
Leve
l 2Le
vel 3
RESULT-ORIENTED PLANNING
Impact
Outcome
Activities
Activities
Activities
Output Output
Outcome
The project is not able to exercise complete control over the behavior of intermediaries and target groups, and nor therefore the achievement of the outcome. It can however prepare for the outcome and steer towards it.
Leve
l 1:
Proj
ect
Cont
rols
Leve
l 2Le
vel 3
Result-Oriented Planning
Impact
Outcome
Cause/effect hypotheses between outcomes and impact should be checked at proposal development process
The outcome (overarching project goal) must be: • specific, i.e. defined unambiguously and precisely• measurable by means of indicators• accepted by the project partners and the target
group; it is best if the project goal is formulated jointly• realistic, i.e. attainable with the available resources• time-bound, i.e. achieved no later than by the end of
the project.
Formulate the performance indicators, means of verification, identify assumption and risk.
PROJECT RESULTS DIMENSIONS
Formulate the performance indicators, means of verification, identify assumption and risk.
Outcome (overarching project goal) must be backed by quantitative or qualitative indicators. Indicators add greater precision to the project goals and serve as a binding standard for measuring the attainment of goals and thus the success of the ICI project. Appropriate sources (means of verification) must be stated for the indicators; the purpose of these is to provide the values of the variables for the reports.In order to judge the success of the project, the outcome must be compared with the initial situation. This involves establishing a baseline for the indicators to make the outcome measurable.The baseline may either reflect the state of the indicator at the start of the project or the expected state if no project was to be implemented (‘business as usual’), or a combination of the two.
PROJECT RESULTS DIMENSIONS
Formulate the performance indicators, means of verification, identify assumption and risk.
Narrative Summary
Performance Indicator
Sources and Means of
Verification
Assumptions and Risks
Outc
ome
In ‘change’ or ‘result’
language, not in ‘action’ language
Baseline
Consultation and Assessment
Targets
Baseline Targets
Baseline Targets
PROJECT RESULTS DIMENSIONS
Consultation and Assessment
Policies and Institution analysis Target beneficiaries
assessment Stakeholder influences and interests
mapping Risk analysis and
mitigationSustainability
plan
PROJECT RESULTS DIMENSIONS
Impact
Outcome
Output (specific project goals): products, goods, services and sets of regulations/ standards that have arisen as a result of the Activities.Activitie
s
Output
The outcome (overarching project goal) must be: • specific, i.e. defined unambiguously and precisely• measurable by means of indicators• accepted by the project partners and the target
group; it is best if the project goal is formulated jointly• realistic, i.e. attainable with the available resources• time-bound, i.e. achieved no later than by the end of
the project.
PROJECT RESULTS DIMENSIONS
RESULT-BASED MONITORING
Results-based monitoring is the foundation of a learning process. It helps us to recognize whether the goals that have been set can be attained using the chosen specific activities, and what unintended indirect effects may be triggered by the project. Monitoring thus serves project steering: it helps to
identify strengths and weaknesses in our own work and to bring about continuous improvement in project planning.Results-based monitoring is also the foundation for evaluation of the project and for accountability of project partners.
RESULT-BASED MONITORING
Impact
Outcome
Activities
Output
Monitoring Questions
Inputs
Impl
emen
tatio
nRe
sult
Measuring changes in impact-level requires a longer time frame and is therefore dealt by evaluating (not in
monitoring level)Are the intended outcome being
achieved?
Are output leading to achievement of the outcome?
Are activities leading to the expected output?
Are activities being implemented on schedule an within budget?
Are resources available on time and in the right quantities and qualities?
What is causing
delays or unexpected results? Is
there anything
that should lead
modification of
Implementation Plan?
Effectiveness• Where the Program’s objectives achieved?• Did the output lead to intended outcome? Relevance• Were the Program’s objective consistent with the
beneficiaries' need and government policies?
RESULT-BASED MONITORING
Impact
Outcome
Activities
Output
Evaluation Questions
Inputs
Impl
emen
tatio
nRe
sult
Impact• What changes did the Program bring about?• Where there any unplanned and unintended
changes?Sustainability• Are the benefit likely to be maintained for an
extended period after Program ends?
Are resources available on time and in the right quantities and qualities?
Efficiency• Were activities being implemented on schedule an
within budget? • Were resources available on time and in the right
quantities and qualities? • Were output delivered economically?
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