concept paper result based planning. result-oriented planning overall objective/ goal specific...

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


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


Set objectives (goals and purposes)

Goal

Purposes

Output

Activities

Purposes

Activities

Output

Activities

Activities

Activities

Activities

Activities

Output Output



Identify possibility of change

Impact

Outcome

Output

Activities

Outcome

Activities

Output

Activities

Activities

Activities

Activities

Activities

Output Output

Impact

Outcome

Outcome

The Result Chain


ImpactOutcom

eActivitie

sOutputInput

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



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.

Level 1:

Pro

ject

C

ontr

ols

Level 2

Level 3


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.

Level 1:

Pro

ject

C

ontr

ols

Level 2

Level 3


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


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.



Narrative Summary

Performance Indicator

Sources and Means of

Verification

Assumptions and Risks

Outc

om

e

In ‘change’ or ‘result’

language, not in ‘action’ language

Baseline

Consultation and Assessment

Targets

Baseline Targets

Baseline Targets


Consultation and Assessment

Policies and Institution analysis

Target beneficiaries assessment

Stakeholder influences and interests mapping

Risk analysis and mitigation

Sustainability plan


Impact

Outcome

Output (specific project goals): products, goods, services and sets of regulations/ standards that have arisen as a result of the Activities.

Activities

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.


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.


Impact

Outcome

Activities

Output

Monitoring Questions

Inputs

Imp

lem

enta

tion

Resu

lt

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?


Impact

Outcome

Activities

Output

Evaluation Questions

Inputs

Imp

lem

enta

tion

Resu

lt

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?

concept paper result based planning. result-oriented planning overall objective/ goal specific...

Documents

project controlslevel

process of planning

planning process

impact longterm result

achievement of common

programs achievement

behavior of intermediaries

longterm impact