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Capacity Development Results Management Glossary

Page history last edited by Emmanuel Asomba 11 years, 9 months ago

Progress toward development goals is moving beyond reporting the outcomes of specific development learning activities (ex. number of people changed) to measuring how learning outcomes and capacity constraints are changed through a program. Innovative results-based management approaches need to be considered (such as for assessing hard and soft characteristics)for measuring institutional-level impact and group, network, community, or organizational learning outcomes as part of an aggregate capacity development process. What is meant by a results focus and new participatory results practices for capacity development?

 

Please contribute to the following definitions of concepts and terms related to results management. See "How to Use this Wiki" for additional information.

 

Capacity Development Results Management Glossary

 

TERM/CONCEPT DEFINITION SOURCE DATE

Capacity Indicator

 

An indicator of a specific capacity constraint/challenge, opportunity or issue related to sociopolitical, policy-related or organizational capacity factors. The below sections of the table provide generic indicators related to sociopolitical, policy-related and organizational capacity factors. In a capacity development program capacity indicators can be used to: define the potential results areas in terms of changes in capacity; prepare capacity development objectives; identify specific indicators of the development situation that can be changed.

Capacity indicators - Conduciveness of the Sociopolitical Environment –
Related indicators are:
- Commitment of leaders to the development goal
- Compatibility of the development goal with social norms and values
- Stakeholder participation in priority setting related to the development goal
- Transparency of information available to stakeholders about the development goal
- Stakeholders’ demand for the accountability of public service providers in achieving the development goal
-Commitment of leaders to the development goal
- Compatibility of the development goal with social norms and values
- Stakeholder participation in priority setting related to the development goal
- Transparency of information available to stakeholders about the development goal
 - Stakeholders’ demand for the accountability of public service providers in achieving the development goal

Capacity indicators - Efficiency of Policy Instruments –
Related indicators are:
- Clarity of the policy instrument in defining the development goal and related rights and responsibilities of stakeholders  
- Consistency of policy instruments supporting the development goal with policy instruments for other development goals
- Legitimacy of the policy instrument
- Incentives for compliance provided to the policy instruments
- Administrative ease of policy instrument implementation
- Safety of policy instrument from unintended negative consequences
- Flexibility of policy instrument in addressing varying development goal situations
- Resistance of policy instrument to corruption, rent seeking and regulatory capture

Capacity indicators - Effectiveness of Organizational Arrangements –
Related indicators are:
- Clarity of mission with respect to the development goal
- Achievement of outcomes that lead directly to attainment of the development goal
- Operational efficiency of the organizational arrangements in producing development goal related outputs
- Financial viability and probity
- Stakeholder relations
- Adaptability in anticipating and responding to chang
Clarity of mission with respect to the development goal
- Achievement of outcomes that lead directly to attainment of the development goal
- Operational efficiency of the organizational arrangements in producing development goal related outputs
- Financial viability and probity
- Stakeholder relations
- Adaptability in anticipating and responding to change

 

World Bank Institute  November 2009
Results of Capacity Development

Assessed in terms of improvements in sociopolitical, policy-related and organizational factors, where constraints for achievement of the goal of capacity development were identified. In some cases, changes in capacity factors might be measurable at the time of program completion or shortly thereafter.

 

World Bank Institute  November 2009

Intermediate Outcomes [Learning Outcomes]

Also known as learning outcomes. Immediate results of development learning activities observed as changes that occur at the individual level, including changes in understanding, attitude, knowledge, and skills, as well as the changes that occur in the interactions among individuals and groups, and thus in the broader organizational or social environment. Measuring these intermediate outcomes bridges the gap often found between broad development goals and specific capacity development activities. A standard set of indicators for these outcomes that can be customized to different contexts include: raised awareness, enhanced skills, improved consensus/teamwork, fostered coalitions/networks, formulated policy/strategy, and implemented strategy/plan.

 

World Bank Institute   November 2009

Adaptive Management

 

Systematic process for continually improving programs by evaluating impacts and results and adjusting programs in response.

World Bank Institute November 2009

Rapid Results Approach

 

Management philosophy and set of principles and tools for accelerating implementation and results in development projects, often in a 100-day time frame.

 

Some Related Resources:

 

 

 

 

World Bank Institute November 2009

Results Chain

 

Succinct description of the essential elements of a program (also sometimes referred to Program Logic). In terms of capacity development, the link between capacity development activities, outcomes of capacity development programs, and impact towards development goals. The purpose of specifying a Results Chain is to make clear assumptions about how a program or operation or intervention is expected to achieve the desired impact. The Results Chain should contain enough information to gauge the appropriateness of implementation arrangements defined to transform inputs into activities, outputs and outcomes and ensure that outcomes systematically support achievement of higher level/longer term impacts.

 

Some Related Resources:

 

 

 

World Bank Institute November 2009

Capacity Development Results Framework

 

The Results Framework is the program logic that explains how the development objective is to be achieved.  The purpose of the framework is to translate the underlying ‘Results Chain’ or logic, of an intervention into indicators that credibly measure the degree to which inputs are being transformed into specific activities and outputs and the degree to which these outputs are being utilized by a relevant target population (or institution/organization in the case of interventions designed to promote policy and/or institutional change).  A Results Framework should specify: (a) the definition and proposed measurement of indicators of intervention output and outcomes, and where feasible and meaningful, measures of impact; (b) specification of roles and responsibilities within the Bank and at the country level for the collection and analysis of these indicators; and (c) expectations for the use of these indicators in decision making at the country level and by the Bank.

 

Some Related Resources:

 

 

 

 

World Bank November 2009

High Level Impact

High level impacts are the long term outcomes near or at the top of the Results Chain, e.g., an MDG such as “Reduce Child Mortality” is a high level outcome.  In many but not all cases, it is not feasible to use high level impacts in Results Frameworks in a manner which is useful as a management tool.  This is typically due to reasons of scope or scale (e.g., an intervention is only introduced in a limited geographic area), or because of measurement challenges (e.g., the impact indicator is not being routinely collected at sufficiently disaggregated levels or with sufficient frequency).  Nevertheless, it is important that the project identifies the high level impact which it seeks to influence, i.e. the country development goal in the CAS that the project together with other interventions (Bank and other donors) expects to influence.  When the project supports innovative approaches, it is important to incorporate mechanisms to evaluate the impact of those approaches on the relevant high-level outcomes, for example, provision of scholarships to girls’ school enrollment rates. 

 

World Bank November 2009

Indicator

 

An indicator is a variable that allows one to confirm whether changes are occurring as a result of a development intervention. 

 

World Bank  November 2009
       
       

 

 

 

Comments (1)

Emmanuel Asomba said

at 3:20 pm on Jan 5, 2010

The concepts and definitions are very clear and straigthforward

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