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Input – Activities- Output – Outcome(?) • Activities: These are the actual tasks required for producing the desired outputs. They represent actions taken or work performed which require inputs and other types of resources to be mobilized to produce specific outputs. The right inputs, put together in the right activities, should produce an output. It is usually fairly predictable because it is usually about things. But outputs do not necessarily produce the outcomes you want. That link is less predictable because it is about people. Outputs + people (+institutions) = outcomes Constructing a borehole is not enough. It needs people to use it and systems to maintain it. The Results Chain Medium Term Sector Strategy Inputs Activities Outputs Outcomes Impacts Ongoing Ongoing Short-Term Medium-Term Long-Term Medium-Term Objectives 29 Long Term Strategic Plan Longer-Term Goals We now add “Impacts” to look at the longer term changes that result from our outcomes; And “Activities” are the bit in the middle that turn Inputs to Outputs. That gives us a basic “Results Chain”.
Medium Term The Logic Chain Sector Strategy Inputs Activities Outputs Outcomes Impacts Ongoing Ongoing Short-Term Medium-Term Long-Term Assumptions Assumptions Medium-Term Objectives Assumptions 30 Assumptions Long Term Strategic Plan Longer-Term Goals We make assumptions at each stage that a link will occur – the “Logic Chain” that underpins the Results Chain. The one in red is often the most unreliable link, often leading to unintended consequences, rather than the desired policy outcome. “Backcasting” the Results Chain The Results Chain is normally a forecast of future events / results. But it can be used the other way round, starting with Outcomes and arguing back to what outputs would be needed to generate the outcomes (plus assumptions), then what activities and inputs would be needed to produce these outputs. This is the normal technique when “tracing your way backwards” and is needed a lot in M&E planning.
Page 1 and 2: 1 Final Report: Content Editing of
Page 3 and 4: Content List Section One: Introduct
Page 5 and 6: narrative that details the inputs,
Page 8 and 9: Section Two: Summary of the Shortco
Page 10 and 11: Problematic working relationships a
Page 12: chain for each project defining out
Page 15 and 16: more importantly, using the M&E fin
Page 17 and 18: As a minimum requirement, consultan
Page 19 and 20: 5. The reports provide an important
Page 22 and 23: Appendix Two: Introduction to Resul
Page 24 and 25: MEETING THE M&E REPORTING CHALLENGE
Page 26 and 27: WRITING THE REPORT (Investment/Proj
Page 28 and 29: WRITING THE REPORT (Lessons Learned
Page 30 and 31: Example of a Generic planning Frame
Page 34 and 35: Multi-layered approach to Planning
Page 36 and 37: The Logic Chain Framework The frame
Page 38 and 39: Does your report describe the indic
Page 40 and 41: GUIDELINES FOR CHOOSING M&E MEASURT
Page 42 and 43: Appendix Six: MDG Nigeria 2009 Fina
Page 45 and 46: FOREWORD In the year 2000, the Fede
Page 47 and 48: EXECUTIVE SUMMARY The Millennium De
Page 49 and 50: equipping of teachers; increasing c
Page 51 and 52: with the responsibility of evolving
Page 53 and 54: are the most credible channels for
Page 55 and 56: Table 1: Allocation of DRG Funds to
Page 57 and 58: health and education for persons at
Page 59 and 60: CHAPTER 3: 2009 FINANCIAL ALLOCATIO
Page 61 and 62: Allocation to MDAs The MDAs that be
Page 63 and 64: CHAPTER 4: GOAL 1—ERADICATE EXTRE
Page 65 and 66: country as micro-credits to improve
Page 67 and 68: CHAPTER 5: GOAL 2—ACHIEVE UNIVERS
Page 69 and 70: monitoring of participants. This sc
Page 71 and 72: stood to be 100%. Training was cond
Page 73 and 74: Summary of Progress Figure 7: Compa
Page 75 and 76: measuring progress. These indicator
Page 77 and 78: CHAPTER 6: GOAL 3—TO PROMOTE GEND
Page 79 and 80: 2009 was recorded as 65 for male as
Page 81 and 82: Figure 3: Implementation Status of
Page 83 and 84:
probably owing to the long gestatio
Page 85 and 86:
(targets). (The box on the right pr
Page 87 and 88:
Table 17: MDAs and Key Intervention
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is at loggerheads with either the L
Page 91 and 92:
CHAPTER 8: GOAL 7—ENSURE ENVIRONM
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CGS Not Started 21% Abandoned 3% On
Page 95 and 96:
CHAPTER 9: GOAL 8—TOWARDS A GLOBA
Page 97 and 98:
Basic Education Summary Status 70,0
Page 99 and 100:
Table 21 Indicator 1990 2000 2001 2
Page 101 and 102:
CHAPTER 10: DOMESTICATION OF THE MD
Page 103 and 104:
for the enrolment of children in pr
Page 105 and 106:
CHAPTER 11: CHALLENGES AND LESSONS
Page 107 and 108:
esults and outcomes. The OPEN‘s M
Page 109 and 110:
sale of prohibited items render the
Page 111 and 112:
Local Partnership for Development T
Page 113 and 114:
surveillance mechanism. But the rol
Page 115 and 116:
The DRGs funding for MDGs projects
Page 117 and 118:
ensure that the states are involved
Page 119 and 120:
APPENDIX I: M&EMETHODOLOGY Methodol
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ACHIEVEMENTS Restructuring to a Goa
Page 123 and 124:
Appendix II: Questionnaires for 200
Page 125 and 126:
Accessibility 1. Why is it that peo
Page 127 and 128:
sustainability 6 QUALITY OF WORK: 6
Page 129 and 130:
Accessibility Benchmarks Measure Pr
Page 131 and 132:
Disbursement of funds 20% Utilisati
Page 133 and 134:
APPENDIX IV: DRGs PRESENCE IN THE S
Page 135 and 136:
Benue State Projects Related to: Nu
Page 137 and 138:
Ekiti State Projects Related to: Nu
Page 139 and 140:
Kaduna State Projects Related to: N
Page 141 and 142:
Lagos State Projects Related to: Nu
Page 143 and 144:
Oyo State Projects Related to: Numb
Page 145 and 146:
Zamfara State Projects Related to:
Page 147 and 148:
APPENDIX V: STATE CONSULTANTS FOR 2
Page 149 and 150:
APPENDIX VII: LIST OF ABBREVIATIONS
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