Build a results framework that can support real reporting

Write the change before the workplan

Begin with the problem and the change you want a programme to contribute to. Then work backwards to the outputs and activities that could plausibly support that change. This helps prevent a framework from becoming a list of meetings and deliverables.

Use your institution’s required terminology and donor template. Results language should help people understand the logic, not conceal uncertainty behind a long sentence.

Keep the levels distinct

An activity describes work undertaken. An output is a product or service delivered through that work. An outcome concerns a change associated with the use of those outputs. A programme can contribute to longer-term change without controlling all of the factors that shape it.

Illustrative example, not a claim about a real programme: training programme officers is an activity; a reporting toolkit and completed training are outputs; more consistent use of evidence in programme reports is an intended outcome. Counting participants alone cannot establish that outcome.

Make each indicator usable

An indicator needs a clear definition and a feasible way to obtain evidence. Decide what will be counted, who is included, how often it will be measured and who is responsible.

For the illustrative reporting example, an outcome indicator could examine the proportion of sampled reports meeting an agreed evidence-quality standard. The sampling method and quality rubric would need to be defined before measurement.

• Result statement and indicator definition.
• Baseline value, reference date and evidence source.
• Target value and target date, with a rationale.
• Collection method, frequency and responsible role.
• Relevant disaggregation and data-quality checks.
• Cost and capacity needed to collect the evidence.

Make missing information visible

Do not insert a zero just because a baseline has not been measured. Mark the baseline as to be established, identify who will establish it and set a date. Likewise, avoid presenting a proposed target as an approved commitment.

Keep assumptions and risks close to the result they affect. For example, access to reporting systems, staff availability and management follow-through may influence whether a toolkit is used.

Test the framework against a reporting cycle

Take one indicator through a dry run: request the evidence, calculate the result, check its quality and write the management implication. If this cannot be done within the available time and budget, revise the design before promising routine reporting.

Programme Intelligence can help you draft and organize the framework. Review definitions, figures, assumptions and source evidence with the responsible team before approving it.