ADB TA 7158-NEP: Strengthening Capacity for Managing for Development Results (MfDR) INCEPTION WORKSHOP SECTORAL RESULTS FRAMEWORK Khalil Miyan, MfDR Specialist
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The Result Chain Implementation Results Inputs Activities Outputs Outcomes Impact Financial human and Materials Tasks and action taken to Transform Input to outputs Products (goods) and services produced Intermediate effects on clients Long term Improvement in society Panning Implementation
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The Result Chain Explained Impact Long term consequences of the outcomes that we are working towards and are aiming at (realization of vision/mission/long-term goals) What differences are made? (Sustainable improvements in the well) being of people Example: Contribution of the sector in poverty alleviation people provided with affordable goods and services and satisfied with the facilities they are using. Reliable and affordable services in place meeting fully the needs of the community, business and government. Sustainable contribution of the sector to economic growth. Sustainable management of ecosystems.
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OUTCOMES Medium term results of the outputs directed towards the impact What needs to happen? What changes are required to achieve the desired impact? (Changes in behavior or improvements in access or quality of resources that lead to the well-being of people) Example: Increased and productive contribution of the outputs of the sector as an input to the production of other goods and services. Reduced adverse effect on environment Sustainable management of water resources More competitive energy prices
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OUTPUTS Immediate or short run products of activities carried out by different organizations/stakeholders. What outputs will lead to an outcome? Example: Increased production Improved quality of service delivery % reduction in operation and maintenance costs Increased private sector involvement Increased community participation Increased disaster preparedness
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Activities/Interventions What are required to be done to produce the planned outputs?
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INPUTS – required resources to carry out activities. Physical Financial Human Institutional Technological
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Logical Framework Approach
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Narrative summary Objectively Verifiable Indicator (OVI) Projects Targets (Optional) Means of Verification (MOV) Assumptions, Risks. Condition Goals (Ultimate Objectives) Assumptions Linking Purposes to goal Purposes (Immediate Objectives) Assumptions Linking Outputs to purposes Outputs Assumptions Linking Inputs (activities) To outputs Activities (Optional) Inputs Initial Assumptions About project Logical Framework Work Matrix
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Key Elements of the Log-frame ♦ The log frame usually consists of 4x4 matrix which is defined by two sets of logic: Vertical and Horizontal ♦ The vertical logic represents the different hierarchical levels of objectives (inputs, outputs, purposes and goals) in ascending order. The vertical logic is a set of means and ends inter-related by “if-then” conditions. ♦ An important element of the vertical logic is the set of assumptions/ risks/ conditions upon which the movement from lower to higher level objectives is based, and which are outside the management control. Contd.
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RESULT INDICATORS How will we know whether the expected results at each level are achieved or not? What exactly will we measure? How will we measure success at each level? (Different indicators for different levels are required.) It is necessary to devise the means of verification.
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Key Elements of the Log-frame ♦ The horizontal logic of the log frame defines the criteria and means by which project achievement and success could be gauzed. The is done through the inclusion of: ♦ Objectively Verifiable Indicators (OVI), these should be specific, measurable, attainable, realistic and timely (SMART), and ♦ Means of verification (MOV) – column3: These refer to either primary or secondary sources that could provide data/ information of acceptable quality. ♦ Instead of 4x4matrix, sometime, a 5x5 matrix is used in which additional row (project activity) and column (project targets) are added.
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CHARACTERISTICS OF GOOD INDICATORS SPECIFIC MEASURABLE ATTAINABLE/ACHIEVABLE RELEVANT/REALISTIC TIMELY COST EFFECTIVE SIMPLE/ EASY TO APPLY
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Results Framework What is a result framework? “Result Framework is a tool to assist with achieving and measuring specific objectives at the sector and organizational levels. It uses the objective tree approach to link high- level objectives through a hierarchy to program level outcomes, and ultimately to individual activities. Result framework is simultaneously a result management and result measurement tool. c) The Result Framework approach has a lot in common with Log frame used on individual project basis.
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What Is A Result Framework Used For? A Result Framework is a planning and management/ monitoring tool, with additional benefits in term of communication. Planning: Help identify appropriate objectives what will be sufficient to achieve them, and what assumption is the strategy relying on. Management / Monitoring: It provides a program level framework for the Agency to monitor progress towards the achievement of results, and if necessary, to adjust programs accordingly. Communication: It gives the reader an instant idea of what a program is trying to achieve.
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Result Matrix (used in PRPS and TYIDP) Overarching National Objective….. Objective Strategies Indicators Success of Information Major Programs Risks and Objectives Sect oral Objectives: Mention the sectoral goals that can be attained during the plan period Mention the strategies/ policies to be adopted to fulfill the sectoral goals Mention the attainable and Measurable Quantitative Objectives that gauge the sectoral goals Indicate the sources of information to monitor the progress made in realizing the indicators List major programems in line with the goals and strategies Mention the risk factors that can hinder realization of the sectoral objectives Results Outcomes: Mention for each of the major programmes listed in the fifth column above Policies and Working policy: State the policies to be adopted to accomplish each major programme Identify the Indicators reflecting the results/ outcomes and state their quantative targets Disclose the sources of information in order to monitor the progress made in realizing the indicators Present major activities under each major programmes Mention the risk factor that can hinder the realization of the sectoral outcomes
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Result Matrix as a Tool It helps in: Defining the sectoral objectives (impact level) Formulating strategies and working policies for achieving the sectoral objectives and outcomes; and identifying the sectoral programs Defining outcomes which are to result from the outputs produced from the program implementation Identifying programs in conformity with the strategies, outcomes and objectives (impact level) Identifying objectively verifiable indicators for both the impact and outcomes levels Identifying the sources of data/ information to monitor the progress against the indicators Identifying the risks which are outside the control of management, but may affect adversely the realization of the objectives at both the outcome and impact levels
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Preparing the Policy Matrix Cell A-1: Define the sectoral objective (impact level) in more specific and concise form. The sectoral programs' outcomes will contribute to achievement of the impact level objective. Cell A-2: Outline strategies for realizing the sectoral objective which help identify the sectoral major program categories. Cell A-3: Identify objectively verifiable indicators for the impact level sectoral objective, keeping in view also the strategies defined in A-2 Cell A-4: Indicate the sources from which the data/information may be obtained to monitor the progress made against the indicators shown in A-3 Cell A-5: Identify the major categories of programs based on the outlined strategies and focused towards the intended outcomes and impacts. Cell A-6: Identify the probable risks which are beyond the control of the management but may hamper the realization of the sectoral objectives (impact level) Contd.
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Cell B-1: Define outcomes for each categories of major programs proposed in Cell A-5.(The second row may be subdivide into sub rows one for each outcome.) Cell B-2: For each outcome and corresponding major program category, outline working policies which may be necessary for effective implementation of the programs. The working policies may be drawn from those indicated in the respective sectoral chapter plans. Cell B-3: Identify suitable indicators to measure the attainment of the outcomes. The indicators should also address the strategic concerns (such as, inclusion, stakeholders participation , decentralization and devolution, etc) Cell B-4: Indicate the sources from which the data/ information may be obtained to measure the progress against the identified indicators. Cell B-5: Indicate programs as the further detail of the corresponding major programs presented in A-5 Cell B-6: Identify the probable risks which are beyond the control of the management but which may affect adversely the realization of the intended outcomes. Preparing the Policy Matrix
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