CONCEPT PAPER

1. CONCEPT PAPER RESULT BASED PLANNING

2. RESULT-ORIENTED PLANNING • Logical Framework Approach Result-Oriented Planning objectives-oriented result-oriented Overall Objective/ Goal Long Term Result/ Impact Specific Objective/ Purposes Overarching Project Goal/ Outcome Expected Result/ Output Specific Project Goal/ Output Activities Activities

3. RESULT-ORIENTED PLANNING Objective-oriented Result-oriented 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. 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

4. RESULT-ORIENTED PLANNING Logical Framework Approach Set objectives (goals and purposes) Goal Purposes Purposes Output Output Output Output Activities Activities Activities Activities Activities Activities Activities

5. RESULT-ORIENTED PLANNING Result-Oriented Planning Identify possibility of change Impact Impact Outcome Outcome Outcome Outcome Output Output Output Output Activities Activities Activities Activities Activities Activities Activities

6. RESULT-ORIENTED PLANNING The Result Chain Implementation Result Activities Output Outcome Impact Input Level 1: Project Controls Level 2 Level 3 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

7. RESULT-ORIENTED PLANNING Result-Oriented Planning Impact (long-term result) : a longer-term indirect effect that usually can no longer be attributed solely to the project. Impact Level 3 Outcome (overarching project goal): the effects of 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. Outcome Outcome Level 2 Output (specific project goals): products, goods, services and sets of regulations/ standards that have arisen as a result of the Activities. Output Output Level 1: Project Controls Activities Activities Activities

8. RESULT-ORIENTED PLANNING Result-Oriented Planning 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. Impact Level 3 Outcome Outcome Level 2 Output Output Level 1: Project Controls Activities Activities Activities

9. PROJECT RESULTS DIMENSIONS Impact Cause/effect hypotheses between outcomes and impact should be checked at proposal development process Outcome • 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.

10. 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.

11. 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 In ‘change’ or ‘result’ language, not in ‘action’ language Baseline Targets Outcome Baseline Targets Baseline Targets Consultation and Assessment

12. PROJECT RESULTS DIMENSIONS Consultation and Assessment Policies and Institution analysis Target beneficiaries assessment Stakeholder influences and interests mapping Risk analysis and mitigation Sustainability plan

13. PROJECT RESULTS DIMENSIONS • 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. Impact Outcome Output Output (specific project goals): products, goods, services and sets of regulations/ standards that have arisen as a result of the Activities. Activities

14. 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.

15. RESULT-BASED MONITORING Monitoring Questions Measuring changes in impact-level requires a longer time frame and is therefore dealt by evaluating (not in monitoring level) Impact Are the intended outcome being achieved? What is causing delays or unexpected results? Is there anything that should lead modification of Implementation Plan? Outcome Result Are output leading to achievement of the outcome? Output Are activities leading to the expected output? Are activities being implemented on schedule an within budget? Activities Implementation Are resources available on time and in the right quantities and qualities? Inputs

16. RESULT-BASED MONITORING Evaluation Questions • 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? Impact • 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? Outcome Result Output • 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? Activities Implementation Are resources available on time and in the right quantities and qualities? Inputs