APPRAISING RESULT FRAMEWORK Agenda 2 Result framework principles

APPRAISING RESULT FRAMEWORK

Agenda 2 Result framework: principles and process Analysis of result framework: case based discussion of selected projects Common issues in project planning and implementation

What is a Result and What is Not? 3

4 What is a Result and What is Not?

Case: “Agriculture Minister Assures to “ End Syndicate System in Kalimati Vegetable Market” 5 • On June 4, 2018 about three dozen shops were monitored • To manage the market properly • To end the existence of syndicates

6 Preamble: Results Based Monitoring and Evaluation Guidelines, 2010, NPC

Result 7 Result means the output, production or outcomes/effect achieved from the implementation of any programme. -(NPC, 2010, Results Based Monitoring and Evaluation Guidelines 2067/2010)

Results Framework A results framework represents the underlying logic that explains how the development objective of a project is to be achieved. It is an explicit articulation (graphic display, matrix, or summary) of the different levels or chains of results expected from a particular intervention project, program, or development

Logics in Result Frameworks 10% increase in the no. of primary level students continuing on to high school with in 3 years Improve reading proficiency among students in primary level by 20% within 3 years 500 primary level students with low reading proficiency complete a reading summer camp (100 students

The Results Chain 10 Activities Inputs Risk Outcom e Outpu t t Resul t Outcom e Outpu t t Goal

The Results Chain: Example q. Impact: Can study better for exam q. Outcome: More alert q. Output: Cup of strong coffee q. Activities: 1) Fill kettle, 2) Boil Water, 3) Pour in cup, 4) Add coffee, milk and sugar, 5) stir q. Inputs: Water, Coffee, Sugar, Milk, Kettle, Cup, Spoon, Heat Source

How Result Framework Works? Goal National/se ctor area Purpos e Project/ Progra m Present situation Inputs Activitie s Output s Project/ Progra m Expected situation

How Results Framework Works? Regional/International Goal National Goal More Sectoral Goal Impact Project/Program ������ Outcomes Project/Program Outputs Project/Program Activity Collective Accountability Less

Origin and Development 14 Pre 2000 AD Post 2000 AD q. Command control, q. Results based management q. Management by objectives, q. Paris Declaration SMART objective (OAHRM) q. Logical Framework Approach, q. Accra Agenda shift of line item budgets to for Action (OIDC) budgeting around objectives q. Development and humanitarian communities

Managing for Development Results An alternative “change management” approach that focuses on the whole results chain (ADB, 2012). It is about o defining outcomes and outputs with measurable indicators and time-bound targets; o allocating resources for activities; o implementing activities and monitoring

NPC, Logical Framework 16 Result Chain and its descriptio n Goal Purpose Outcome Output Activity Indicator of Performan ce Criteria for Validation Key Assumptio ns

17 ADB, Design and Monitoring Framework Design Performance Summar Target/Indicat y ors Data Assumption Sources/ s and Risks Reporting Mechanisms Impact Outcom e Output Activity with milestone Inputs

WB, Results Framework 18 Result Indica Baseli ne tors Targets (YYYY) YYYY YYY Y Impact OC 1 OP 2 … Programs/ S. Programs Y Mo. V Respon sible Agency Assu mp. /Risk s

Appraising Result Framework 19 Case (Emergency Earthquake Assistance Project’s Design and Monitoring Framework) Individual work (15 min): o How is the hierarchy of change in design? o What about indicators? Are they measurable? o How sure are you in achieving results? Group Work (15 min) and 5 min each for Presentation: o Discuss in group and consolidate the findings. o List issues/challenges regarding this project in terms of planning and implementation.

20 Issues: Project Planning and Implementation Inclusive participation Focusing the dialogue on results at all phases of the development process Aligning programming, monitoring and evaluation with results Keeping measurement and reporting simple Managing for, not by results; and Using results information for learning

Issues… 21 Difficulty in applying causal logic Difficulty in learning Difficulty in integrating Difficulty in revising Difficulty in measuring Difficulty in ‘accrediting’

Further Readings 22 National Planning Commission (NPC), 2010, Results Based Monitoring and Evaluation Guidelines 2067/2010, Kathmandu, NPC. World Bank (WB), 2012, designing a results framework for achieving results: a how-to guide, Washington DC, WB. Asian Development Bank (ADB), 2012, Managing for Development Result: Relevance, Responsiveness and Result Orientation, Manila, ADB.

23 Thank you ?