focusing on development outcomes in projects l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Focusing on Development Outcomes in Projects PowerPoint Presentation
Download Presentation
Focusing on Development Outcomes in Projects

Loading in 2 Seconds...

play fullscreen
1 / 31

Focusing on Development Outcomes in Projects - PowerPoint PPT Presentation


  • 106 Views
  • Uploaded on

Focusing on Development Outcomes in Projects. SARAR M&E Workshop 20-21 June 2006 New Delhi, India. Outline. Management for results as an emerging practice Processes to manage quality Methodology to manage for results – outcome focused design and supervision.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Focusing on Development Outcomes in Projects' - val


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
focusing on development outcomes in projects

Focusing on Development Outcomesin Projects

SARAR M&E Workshop

20-21 June 2006

New Delhi, India

outline
Outline
  • Management for results as an emerging practice
  • Processes to manage quality
  • Methodology to manage for results – outcome focused design and supervision
1 management for results is an emerging practice within the development community
1 - Management for Results is an emerging practice within the development community
  • Compared to Financial Management and Procurement, Management for Results is an emerging practice (within the last 10 years), now rooted in a broader agenda of the development community (Paris Declaration)
  • Management for Results has been practiced in recent years under several titles (M&E, management by objectives, balanced scorecard, budget rationalization)
  • The emphasis on Management for Results grows out of a need to improve development effectiveness. It will help the Bank and it’s development partners to tell their results story in a more convincing way
2 quality processes
2 - Quality Processes
  • Processes to manage quality
  • Country level
  • Portfolio level
  • Project level
the bank s view of what needs to be monitored now includes the entire results hierarchy
The Bank’s view of what needs to be monitored now includes the entire results hierarchy
  • Impacts
  • Outcomes
  • Outputs
  • Activities
  • Inputs

Results Hierarchy

Longer-term benefits

Effectiveness

Results

Deliverables

Efficiency

Procurement & Disbursements

key events in the bank related to results management
Key Events in the Bank related to Results Management
  • Jan ‘96 - Performance indicators become mandatory in all new projects;
  • Feb ‘97 - Strategic Compact commits the Bank to 100% quality-at-entry by FY2001;
  • June ‘97 - Revised supervision reporting system introduced, including indicators monitoring;
  • Aug. ‘97 - Revised project documentation introduced for new operations (including the Logical Framework);
  • 2002 - Results Secretariat unit formed within the Bank
  • 2003 - Logical Framework ‘simplified’ to the Results Framework
  • 2004 - Task Force on Organizational Effectiveness created
  • 2005 – Paris Declaration on Aide effectiveness
magnitude of the results management task bank wide
Magnitude of the Results Management Task Bank-wide
  • 6 Bank regions (AFR, EAP, ECA, LAC, MNA, SAR)
  • 1282 new projects under preparation;
  • 2372 existing projects under supervision;
  • US$ 20-25 billion in new lending per year; the Bank also manages US$ 9 billion in trust funds
slide8

Country level Results Cycle

National Development Strategy

Poverty Reduction Strategy

sar portfolio level quality standard
SAR Portfolio level quality standard
  • Defines portfolio management as a management function that seeks to maximize the overall quality of the portfolio by (i) carefully screening new projects prior to entry, and (ii) identifying projects that are performing poorly for early closure or restructuring.
project level standards for sar work
Project level standards for SAR work
  • a. Standard for Quality-at-Entry (Design)
    • Project Concept Note (PCN)
    • Project Appraisal Document (PAD)
  • b. Standard for Project Supervision
    • Project status report (PSR)
    • Project completion report (PCR)
a quality at entry standard
a. Quality-at-Entry Standard

A fully satisfactory project contains a well conceived intervention model (i.e., storyline) which…

  • is designed to bring about specific, worthwhile and economic outcomes;
  • embodies a focused and realistic strategy;
  • can be expected to document and achieve results (outputs and outcomes) within the time frame and resources allocated to the project.
typical problems quality at entry
Typical Problems, Quality-at-Entry:
  • Bringing about specific, worthwhile, and economic outcomes: Many projects have difficulty bringing about identifiable outcomes because they are focused on other things:

(i) the PDO is too high (i.e., CAS-level, long-term, sweeping, non-specific, non-attributable, unattainable), or

(ii) the PDO is too low (i.e., output level, supply-driven, internally controlled by the project, or trivial).

  • Embodying a focused and realistic strategy: Many projects lack sufficient focus, realism and clarity with respect to strategy;
  • Documenting and achieving results within the time and resources available: Many projects do not document results adequately, and then have difficulty convincing observers that the intended results were achieved.
b quality in supervision standard
b. Quality in Supervision Standard

For existing projects in the portfolio, high quality supervision is characterized by…

  • proactive management of emerging problems, and
  • consistent, honest reporting focused on documenting and achieving the expected development outcomes.

High quality supervision is accomplished without extension of the time frame or expansion of the funding available to the project.

Quality supervision also meets or exceeds the requirements of the Bank’s current guidelines and procedures for projects under supervision.

typical problems in supervision
Typical problems in Supervision:
  • Supervision plans often lack a strategic vision and a necessary focus on outcomes;
  • Many projects fail to use key performance indicators as a management tool during supervision;
  • Too many projects lack a focus on outcomes in supervision reporting (ISR, MTR, ICR)
3 focus and methodology
3 – Focus and methodology
  • It is important to focus on ‘outcomes’
  • What is a focus on outcomes?
terminology
Terminology:

“Results”

“Impacts”

“Outcomes”

“Outputs”

what is a focus on outcomes
What is a focus on outcomes?
  • Provides a convincing storyline (outcome level);
  • Provides a clear and meaningful vision of success (objective statement);
  • Answers the question: What visible changes in behavior can be expected among end users as a result of the project, thus validating the causal chain?
outcomes appear on the demand side of the project validating the causal chain

Outcomes appear on the demand side of the project, validating the causal chain

Project implementation environment

Impacts

Longer-term goals

(External)

+ -- ICR

Project Objective

Outcomes

Demand

Effectiveness

Project Deliverables

Outputs

Supply

(Internal)

Efficiency

Project Components

Activities

Project Funding ($)

Inputs

Implementing Agency

the previous logical framework has been simplified to the result framework
The previous Logical Framework has been ‘simplified’ to the Result Framework

Key Performance Indicators (KPIs)

Hierarchy of Objectives

Level

Means of Verification

Critical Assumptions

Impact [IM]

Result Framework

PDO

Outcome [OC]

External

Internal

Output [OP]

Input

[IP]

using a storyline to structure a design concept crossing the river of uncertainties
Using a storyline to structure a design concept: Crossing the River of Uncertainties

Results

Future

Vision

of Success

Present

Unsatisfactory

Situation

the parts of a storyline
The parts of a storyline

(PDO)

Problem

Strategy

Vision of Success

Baseline

KPIs

End-of-project

KPIs

Present unsatisfactory situation

Future vision of success

a dysfunctional storyline fails to provide a consistent approach for the delivery of results
A dysfunctional storyline fails to provide a consistent approach for the delivery of results

Results

Present

Unsatisfactory

Situation

Future

Satisfactory

Situation

River of Uncertainties

a good storyline bridges key areas of uncertainty with a outcome level approach
A good storyline bridges key areas of uncertainty with a outcome-level approach

Specify indicators to verify success

Determine

Strategy

Specify Vision of Success [OC]

Identify

Problem

Results

Process

Environment

Reporting

Environment

Sector

Context

Country

Context

Present

Unsatisfactory

Situation

Future

Satisfactory

Situation

Project Storyline of PCN/PAD

‘Crossing the River of Uncertainty’

appendix project examples
Appendix:Project examples
  • Rural water
  • Rural health
  • Transport sector
rural water example causal chain
Increase in rural productivity and decrease in incidents of poor health caused by water-related diseases

Significant increase in the adoption and use of improved water supply, sanitation and hygiene practices by participating households (objective achieved)

Participating households gain access to completed water supply and sanitation facilities (output delivered)

Target population selects among available options for water supply and sanitation services to meet their needs at affordable prices

Awareness raising activities to promote new integrated approach

Integrated water supply, sanitation and hygiene services are made available at the county level

Capacity building for integrated delivery of water supply, sanitation and hygiene services at the county level

Rural water example (causal chain)

Demand

Supply

Problem: Poor water supply, sanitation and hygiene practices limit the productivity of rural households and often adversely affect health

the end
The End

‘Focusing on Development Outcomes

in Projects’

presented by Charles G. Chandler

Assumption Analysis, Inc.

www.AssumptionAnalysis.com