GUIDELINES

OUTCOME AND
IMPACT ORIENTATION
in the projects and programmes of Welthungerhilfe

Part II: Outcome and impact orientation step by step

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TABLE OF CONTENTS

List of abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1 INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Structure of guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Recipients of guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2 OUTCOME AND IMPACT ORIENTATION IN PROJECT PRACTICE . . . . . . . . . . . . . 5

3 OUTCOME AND IMPACT ORIENTATION STEP BY STEP . . . . . . . . . . . . . . . . . . 6

3.1 A, B: From project idea to internal project document . . . . . . . . . . . . . . . . 7
3.1.1 Situation analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.1.2 Preliminary planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.2 C: Initial phase of project / programme . . . . . . . . . . . . . . . . . . . . . . . . . . 16
3.2.1 Detailed project planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
3.2.2 Development of an outcome and impact-oriented monitoring system . . . . . 17
3.2.3 How the monitoring system works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
3.2.4 Development of a monitoring system . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3.3 D: Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
3.3.1 Preparation of outcome and impact monitoring . . . . . . . . . . . . . . . . . . . . 21
3.3.2 Implementation of outcome and impact monitoring . . . . . . . . . . . . . . . . . 21
3.3.3 Self-evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.4 E: External evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

List of illustrations
Figure 1: Overview of project cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... 8
Figure 2: Context analysis of the provinces of Bam and Sanmatenga . . . . . . . . . 13
Figure 3: Problem tree for the population of the provinces of Bam and
Sanmatenga . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Figure 4: Objectives tree for the provinces of Bam and Sanmatenga . . . . . . . . . 16
Figure 5: Impact structure of food security project in Bam and Sanmatenga . . . . 16
Figure 6: How a monitoring system works . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

List of boxes
Box: Outcome and impact orientation in monitoring . . . . . . . . . . . . . . . . . . . . . . 17

1
 LIST OF ABBREVIATIONS

DAC Development Assistance Committee (OECD)

DFID Department for International Development
M&E Monitoring and Evaluation
MDG(s) Millennium Development Goal(s)
NGO Non-governmental organisation
OECD Organisation for Economic Cooperation and Development
PPM Project planning matrix

2
 1
INTRODUCTION

1.1 Background

Since the international community committed itself to achieving common development goals
within the framework of the “Millennium Declaration” and the “Paris Declaration 2005”,
impact orientation has played an increasingly important international role in development
co-operation. More then ever before, the donor community and non-governmental organisa-
tions (NGOs) are called upon to reliably prove that they use the provided funds effectively
and that they make an obvious contribution towards development processes in their partner
countries. To be able to provide this proof, explicit orientation towards outcome and impact
is necessary when programmes and projects are planned, and outcomes / impacts have to be
subsequently documented.

In its concept paper “Impact-oriented evaluation of overseas co-operation by Deutsche Welt-

hungerhilfe” in 2003, Welthungerhilfe described its intention to monitor the outcomes /
impacts and effectiveness of its project work by means of an outcome and impact-oriented
evaluation. The guiding principle of Welthungerhilfe’s outcome and impact-oriented evalu-
ation is to learn from successes and failures, to draw conclusions from mistakes and to con-
tinuously improve the outcomes and impacts of development co-operation with partners and
target groups.

A Welthungerhilfe working group was commissioned to promote the process of implement-

ing outcome and impact-oriented planning, monitoring and (self-) evaluation at Welthunger-
hilfe. The group’s main task was to draw up guidelines defining Welthungerhilfe’s under-
standing of outcomes and impacts and to offer practical assistance with the implementation
of outcome and impact orientation during the planning, monitoring and evaluation of Welt-
hungerhilfe projects.

To make the process as practice-oriented as possible, four projects were selected from Welt-
hungerhilfe’s portfolio and planned and implemented in accordance with outcome and
impact-oriented criteria1. Both the experience gained in this pilot process and the existing
know-how of programme managers, heads of project and partner organisations were incor-
porated in these guidelines.

1 The planning workshops for the pilot projects (Pakistan, Madagascar, Peru, Congo) were documented in
detail. If you are interested in reading these documents, the workshop documentation is available on a
CD-Rom from Welthungerhilfe’s head office.

3
CHAPTER 1

1.2 Structure of guidelines

The guidelines are divided into three parts:

쐽 Part I explains the terms and background conditions of outcome and impact-oriented
project planning and localises outcome and impact orientation within the Welthunger-
hilfe project cycle.
쐽 Part II is a practice-oriented document which describes the outcome and impact-oriented
procedure in individual project phases step by step on the basis of a specific project ex-
ample. Possible methods which may be used during implementation of the respective
project phase – depending on type of project – are listed but not described in detail.
쐽 Part III contains a list of instruments and methods of carrying out outcome and impact orien-
tation, and it describes the advantages and limitations of the respective instruments. The
selection is based for the most part on experience gained in Welthungerhilfe projects.

The guidelines will be improved and added to on a continual basis. Part III, in particular,
should be seen as a dynamic document which is updated and extended constantly.2 If, for
example, a partner organisation or project achieves good experiences by applying new or
different methods to those mentioned here, we are glad to add these methods to our guide-
lines. In this way, all those responsible for projects at Welthungerhilfe and its partner or-
ganisations can make use of the latest practice-oriented instructions promptly and in turn
introduce their own practical experience.

1.3 Recipients of guidelines

The guidelines are intended primarily for the staff of Welthungerhilfe and partner organisa-
tions as well as external experts on short-term contracts who have been appointed to prepare
and manage new projects or new phases in existing projects.

Secondly, they help decision-makers at Welthungerhilfe, such as members of management,

the Board of Directors and Project Advisory Committees as well as external consultants who
have been appointed, to carry out an evaluation. The guidelines represent an important point
of reference which indicates whether and to what extent project planning, implementation,
monitoring and evaluation (M&E) and reporting are outcome and impact-oriented.

Indirect recipients are also Welthungerhilfe’s institutional donors and people interested in
outcome and impact-oriented development co-operation, who can find out from the guide-
lines about relevant Welthungerhilfe processes and products and if applicable use these in
their own work.

2 The Division Knowledge Innovation Consultancy at Welthungerhilfe’s head office is responsible for main-
taining and updating the guidelines and documenting “best practices”.

4
 2
OUTCOME AND IMPACT ORIENTATION
IN PROJECT PRACTICE

Outcome and impact orientation focuses on two key questions: What should be achieved and
what is actually achieved? These two questions are asked repeatedly throughout the project
cycle: they are considered when the project idea is developed and they influence each in-
dividual project phase. They are the focus of both intermediate and final evaluations. In
practice, this means:

쐽 Outcome and impact orientation is part of every phase. At the same time, outcome and
impact orientation requires a different course of action, different mechanisms and meth-
ods in every phase.
쐽 Outcome and impact orientation helps define and detail activities and outputs with a
greater degree of precision during the course of a project. Ideally, outcome and impact
orientation is the driving force behind continual observation, adjustment and improve-
ment.
쐽 Outcome and impact orientation can only work in coherency with monitoring. This helps
to systematically examine outcomes and impacts, draw conclusions, increase levels of
knowledge and, if necessary, make course adjustments.
쐽 Outcome and impact orientation is often seen as an additional burden. However, it is an
indispensable part of target-oriented project work.
쐽 Outcome and impact orientation can only be useful if it is adapted to the financial and
human capacities and timeframe of a project.

Hence:
There are no universally valid patterns or standards that are applicable to all projects. General
principles have to be adapted to each individual project.

5
 3
OUTCOME AND IMPACT ORIENTATION
STEP BY STEP

Every phase of a project cycle has its own relationship to outcome and impact orientation
(see Fig. 1). Thinking, planning and acting in an outcome and impact-oriented way has a
different meaning means something different during the development of a project idea than
it does in the final evaluation. One aspect that applies to the entire cycle and therefore al-
ways requires consideration is the avoidance of unintended, negative outcomes and im-
pacts.

This chapter examines key questions relating to outcome and impact orientation, addresses
specific problems and offers practical tips for each project phase. Methods are mentioned
for the detailed steps. A variety of methods are available, as alternatives or as a basis for a
possible combination. What is ultimately important is that methods that suit the respective
context and project purpose are selected.

After a description of the individual steps, these guidelines demonstrate the ideal procedure
on the basis of a practical example. An integrated rural development programme designed
to achieve food security in Burkina Faso will be examined as an example.

All methods referred to in the individual steps but not examined in detail are described
comprehensively in the Guidelines Part III relating to application.

Figure 1: Overview of project cycle

Response to
Country concept Partner dialogue disaster
Previous project Call for proposals
A M
Project idea “Considering monitoring”

Depending on situation, rough or more detailed planning

B
Rough or more detailed situation
analysis & preliminary planning M
(e.g. project-preparing measure) Initial monitoring outline
Concept note, internal
project document, application
to co-financer
C M
Short or long “initial phase” Operationalise monitoring
(duration depends on how detailed planning is)
Detailed project planning: M
binding goal system, opera- Functioning monitoring
tional plan, monitoring system D system
Reporting, communication

Im
Implementation
- data collection for monitoring system M
- if necessary adjustment of planning Project management
- self-evaluation / self-reflection F
E
External evaluation (selected projects)
if necessary ex-post-evaluation at a later time
M
Project-external knowl-
G edge management
Joint learning process
a) within the project (all concerned)
b) throughout the organisation (Welthungerhilfe, partners)

6
 From project idea to internal project document

3.1 A, B: From project idea to internal project document

Even when country concepts are prepared and country programmes planned, the desired
outcomes and impacts Welthungerhilfe’s efforts should achieve in a country have to be
clearly defined. Only when impact hypotheses are included in preliminary considerations
can strategic alternatives be subsequently developed.

The first things we want to know are: What is the initial situation? What should we improve?
What should we avoid? Only a situation analysis and a plan based on this analysis can ad-
equately answer these questions. Specific information about all persons concerned, about
the problems and the environment is required in order to define desired outcomes and im-
pacts and to rule out the possible negative outcomes and impacts of a project. The situation
analysis helps gear a project towards outcomes and impacts from the beginning by analys-
ing problems and staking out a broader framework in which possible positive and negative
outcomes / impacts may become apparent.

TIP
If a project idea is in its early phase or a relatively prompt reaction to a “call for pro-
posals” is required, a rough situation analysis and planning are recommended. This
analysis is carried out in greater detail at a later point in time. Detailed information
is required to prepare an internal project document and also for more extensive ap-
plications for co-financers.

3.1.1 Situation analysis

The situation analysis can be divided into three steps (see following page). For prelimi-
nary planning, four further steps are necessary. In the following, the steps are presented in
chronological order. In practice, however, a different order may occur. It is advisable to re-
examine and, if necessary, revise early steps and conclusions. All steps can be developed
by a team or individually.

For the steps of the situation analysis, available information about the future project region
in the form of statistics, expert knowledge or previous knowledge from existing projects may
be used. The data can also be collected and analysed with the help of the target group.

Whether or not a situation analysis workshop is held depends on available resources, time,
staff and finances. Even if a planning workshop does not take place, it should be remem-
bered that the involvement of several persons in the planning process makes different perspec-
tives possible. There is often not enough time for intensive planning workshops. When a
follow-up application is being processed, reference can be made to workshops which have
already been carried out with the target group. In a workshop, available knowledge can be
enhanced or data which is absolutely essential for project planning can be collected. The
duration and location of a workshop depend on the respective goal.

NOTE
Avoid pseudo participations! If the target groups and other participants are involved in
planning, it must be ensured that implementation corresponds to planning. Planning
can raise high expectations among all participants. These have to remain realistic,
otherwise participants lose their motivation when the plan is put into practice.

7
CHAPTER 3

Table 1: The three steps of a situation analysis

Step Description of step Methods

Clarify context of The political, legal, socio-cultural, economic and regional context of the Livelihood analysis
planned project future project is clarified. The aim is to identify important factors that Conflict analysis
influence the success of the project.
“Do-no-harm” analy-
sis
Situation analysis

Stakeholder Helps analyse all stakeholders in the project, including their interests, Stakeholder analysis
analysis problems and goals. As direct beneficiaries, the target groups constitute a Stakeholder mapping
sub-group. It is important that this group is analysed so that groups that
are especially affected can be identified. This analysis can also identify
possible project “losers”. The project could have negative outcomes / im-
pacts on these people and these should be ruled out in advance if possible.
Problem analysis The most important problems in the region are documented and interpret- Problem tree
and cause-effect ed in a cause-effect logic. The aim is to identify coherencies between indi- Problem-objectives
logic vidual problems in order to define possible project alternatives. matrix

The following guiding questions are ordered according to the steps of implementation. They
provide information about aspects that have to be taken into consideration in the respective
steps. With the help of the above mentioned methods, answers can be provided and visual-
ised.

TIP
In this phase of the situation analysis, it is important to collect as much information
as is needed for planning, but not as much as possible! Planners should mark unan-
swered questions. These will be answered by the project team in the initial phase.

Guiding questions for the situation analysis

Context of the planned project (Step )

What geographical, political, legal and socio-cultural conditions prevail in the region?
Is the area involved in conflict? Is there likely to be conflict about resources?
Which risks may arise in the future?
What consequences will this have for the upcoming project?

Stakeholder analysis (Step )

Who are the stakeholders (interest groups) in the planned project (individuals, groups,
organisations)?
Who can benefit or lose as a result of the project?
Which actors, such as governmental and non-governmental bodies and the projects
of other organisations, are already endeavouring to solve the problems of the target
group?
Which services are these actors offering and which resources do they have?
Who is the target group of the planned project?
Have the groups most vulnerable to the problems (risk groups) been identified?
In what way can target groups contribute to the project, and what resources do they
have that might be of use for project implementation?
What is the relationship between the actors, and how could they be involved in the
project?

8
 From project idea to internal project document

Problem analysis (Step )

Who exactly is affected by which problem?
What are the apparent causes of the problems?
How do the existing problems influence the living conditions of the target group
(according to gender)?

NOTE
The guiding questions listed here must be examined in depth for each project for pre-
paring an internal project document. Sector-based questions for the situation analysis
are contained in the guidelines Part III. It is important that such cross-cutting issues
as gender, conflict-sensitive approach, HIV&AIDS and disaster risk management are
considered in the situation analysis. Welthungerhilfe’s orientation frameworks provide
details about this.

PRACTICAL EXAMPLE: Burkina Faso

Integrated rural development programme to achieve food security in the provinces of Bam and
Sanmatenga

Step in practice: Project context (significantly abridged)

Food supplies in the provinces of Bam and Sanmatenga on Burkina Faso’s Central Plateau
are chronically deficient, especially for women and children. People in the region depend
on agriculture as their most important source of livelihood, but subsistence farming is com-
pletely inadequate for farming families. Only around 70 % of grain requirements, such as
sorghum and corn, are covered by local produce even in normal crop-growing years. A situ-
ation of conflict does not at present exist.

Figure 2: Context analysis of the provinces of Bam and Sanmatenga

Soil erosion

Limited availability
of water

Second poorest
Poverty index 58.1% region in Burkina Faso Desertification
Environment
Periods of drought
Uneven distribution
45% of population live of rainfall
below poverty line

Average life expectancy

249,000 inhabitants Siltation of lake
47 years

53% women
Socio-economy Low productivity
Mossi ethnic group (87.5%)

Sorghum and maize growing

Possibilities of Limited possibilities of Context
generating income Subsistence production
processing food provinces of Bam Agriculture
beyond farming Yields cover 70%
and Sanmatenga of own requirements

Fallow periods are

Various local NGOs not respected

PATECORE / GTZ
Organisations
active in the
State technical services region Animal husbandry Not widely spread

SOS Sahel
Poor network of wells

Poverty elimination
Social infrastructure Bad conditions of roads
National strategies

Food security Inadequate healthcare

outside urban areas

9
CHAPTER 3

Step in practice: Stakeholder analysis (excerpt)

Table 2: The different actors

Group / Organi- Activity of the What is Potentials Weaknesses, Consequences

sation group expected of limitations, for planning
project obstacles
Contributors
ZOOD-NOMA Training and Extension of Very good ex- Not enough Adapt staff re-
(NGO) supervision of previous meas- perience, high staff quirements to
village groups ures motivation, measures and
Training of positive evalu- prepare appro-
multipliers ation by Welt- priate budget
hungerhilfe
PATECORE Transportation Good co-opera- Many years’ ex- Still to be Clarify further
of stones for tion and syner- perience, good determined co-operation in
stone walls gy effects equipment good time
Cooperative Provision of Still to be de- Previously good Still to be If necessary
bank loans and guar- termined by experience determined include more
antee funds survey with repay- detailed analy-
ments sis by bank in
planning
Target groups
Village groups Cultivation of Improvement Highly motivat- Lack of know- Guarantee
sorghum and of food security ed to improve how transport
corn Improvement the situation No means of through exter-
of soil quality Willingness to transporting nal partner
make own con- stones Secure individ-
tribution In some cases, ual contribu-
lack of man- tions with
power because guarantee
of HIV-infec- funds
tion Include HIV-
sensitisation
measures
Women Field work Improved High motiva- Poor state of Plan special
Cooking health tion health measures for
More income Willingness to Little knowl- women
Childcare
Clean water make own con- edge of food
tribution and hygiene
Food security

10
 From project idea to internal project document

Step in practice: Problem analysis and cause-effect relationship

Level of detail of cause-effect relationship for internal project document / co-financing ap-
plication

Figure 3: Problem tree for the population of the provinces of Bam and Sanmatenga

Women’s workload Risk of Aids

is increasing is increasing

Migration of men
to city

Food insecurity of
population

Local grain
Loss of stored grain production
throughout the year inadequate
Limited time for
grain and
vegetable production
Grain stores
Grain not Low
falling into
adequately stored yields Too much time
disrepair
needed to collect
water

Limited sources Limited Poor management Land use Women travel

Not enough
of income beyond knowledge about of grain stores techniques not long distances
water available
agriculture grain storage by committees adapted to collect water

3.1.2 Preliminary planning

Table 3: The four steps of preliminary planning (target and outcome / impact analysis)

Step Description of step Methods

Determine possible In this step, possible project purposes are determined on the basis of the Objectives tree
project purposes problem analysis. Project purposes are changes in behaviour of the target Problem-goal matrix
group and changes in their living conditions.
Analyse out- In this step, project outputs and activities are defined on the basis of the Prepare results
comes / impacts of project purpose. These are then examined by results chains which have to be chains /
project prepared. Negative outcomes / impacts should also be identified. The plan- structure
ners must decide which fields of observation the future project should focus
Preliminary planning

on in order to be able to react to possible negative outcomes and impacts.

Prepare project Project purpose, overall goal, outputs and activities are entered into a Prepare project plan-
planning matrix and 16-space matrix. Special attention must be paid to formulation of the ning matrix
develop indicators project purpose comprising of use of output and direct benefits: Which posi- Develop indicators
tive changes (in behaviour) occur for the target group as a result of use of
Checklist to examine
the outputs?
planning logics
In this phase, the basis for the project’s monitoring system are laid. Indicators
support outcome and impact monitoring. They describe important aspects of
the project purpose and outputs and make these measurable. After the
project planning matrix has been developed, indicators are formulated to
define quantity, quality, time and place. Sources of verification for the indi-
cators are listed in the third column.
Possible risks and assumptions are documented in the fourth column.

11
CHAPTER 3

Step Description of step Methods

Summarise analyses Implementation of all the steps in the situation analyses and preliminary Internal project
Preliminary planning

in text form planning is documented in text form. To prepare a concept note, 2–3 pages document
are usually sufficient. An internal project document should be written up in Welthungerhilfe
greater detail. The results of the situation analysis provide the information
needed for the internal project document.

Guiding questions for preliminary planning

Goal and outcome / impact analysis (Steps – )

Which problem causes can the future project influence? Which of the target group’s
problems can be alleviated or eliminated by the intervention?
Which direct uses should the project have for the target groups or partners? Which
changes in behaviour or direct living conditions for the target group should be achieved?
How will these changes affect the living conditions of the target groups?
To which higher benefit does the future project / programme contribute? (e.g. to the im-
plementation of one or more Millennium Development Goals)

PRACTICAL EXAMPLE: Burkina Faso

Integrated rural development programme to achieve food security in the provinces of Bam and
Sanmatenga

Step in practice: Possible project purposes

Based on the problem analysis, the desired changes in behaviour and the living conditions
of the target groups are examined. Using the objectives tree (see Fig. 4) possible project
alternatives may be defined.

Possible project purpose on the basis of the problem analysis:

Food security for women, children and men in the provinces of Bam and Sanmatenga

Changes in behaviour in the target group can be achieved in this particular case, for exam-
ple, on the level of land use techniques and storage. Possible outputs of the future
project:

쐽 Knowledge about effective storage is available

쐽 Knowledge about land use techniques is available
쐽 Knowledge about improving soil quality is available
쐽 Sufficient irrigation water is available
쐽 Clean drinking water is available

Taking into account the stakeholder analysis and problem analysis, involvement in HIV&AIDS
sensitisation would also seem advisable. Another possible project output would then be:
knowledge about HIV&AIDS is widely spread.

12
 From project idea to internal project document

Step in practice: Objectives tree (means-end logic) on a level of detail for an internal
project document / co-financing application

Figure 4: Objectives tree for the provinces of Bam and Sanmatenga

Women’s workload Aids risk is not

remains stable increasing significantly

Migration of men
to city is not
increasing
Food security of
population is improved

Sufficient grain Local grain More time for grain

available throughout production and vegetable
the year adequate production

Grain is Grain stores in

appropriately good condition More time for
Increasing yields
stored other activities

Adequate knowl- Grain stores effec- Land use

Improved sources Drinking water Distances to
edge about tively managed techniques
of income beyond and irrigation sources of water
grain storage by village have been
agriculture water available are shorter
is available committees adapted

NOTE
The depicted means-end coherency is inadequate to produce a project plan. Although
it reveals possible project interventions, it does not indicate where other positive or
undesired negative outcomes and impacts may occur. The results chains or struc-
tures which are prepared in the preliminary planning phase take this problem into
account.

13
CHAPTER 3

Step in practice: Impact structure (excerpt)

Figure 5: Impact structure of food security project in Bam and Sanmatenga

Improved living conditions

for target groups

Improved health
of target groups Workload Improved
Overall goal increases income

Improved Productive
food intake activities
Risk of theft
increases Leisure
Project Childcare
Grain available activities
purpose
throughout the year

Time is saved and

workload reduced,
Village committees
Village population Increase in especially for
Use of output manage
stores grain productivity and women
grain stores
production

Knowledge of Knowledge of
grain store appropriate Drinking
Outputs
grain storage Knowledge of water
management Grain stores Stone bunds
is available cultivation meth- is available
is available are available working
ods is improved

Management Rehabilitation /
Training on Training in Well
Activities training of village construction of Construction of
grain storage cultivation building
committees grain stores stone bunds
methods

NOTE
In this impact structure (indicates complexes cause-effect relationships), several
project alternatives are considered. However, the chain already illustrates in this form
unintended side-effects (dark grey box). These represent risks for the success of the
project and should therefore be considered in subsequent project planning. Possible
questions: Which precautionary measures should be taken to make theft less easy?
How can income-generating measures be designed in such a way that they do not
increase women’s workload? These areas of the results chain should also be seen as
observation fields during outcome and impact monitoring.

14
 From project idea to internal project document

Step in practice: Project planning matrix (excerpt)

Summarised description Indicators Sources Assumptions

Overall goal / development objective:
The food situation in the region Centre- The number and percentage of undernourished
North (provinces of Bam and Sanmatenga) children below five decreased 45 % by 2015
has been improved quantitatively and compared to 1990.
qualitatively.
Project purpose:
Grain supplies for 50 villages is guaran- By December 2010: 쐽 Field surveys 쐽 Rainfall in the
teed throughout the year. 쐽 Reports from con- project region
At least 70 % of all children under five in
sultants remains stable
households in villages supervised by the project
쐽 Inventory account- (400–600 mm /
receive at least two meals a day during the so-
ing / observation of year), well-distrib-
called “hunger periods” which correspond to
grain market uted in terms of
WHO criteria (by the end of 2008 25 %, by the
time and space;
end of 2009 50 %).
쐽 Epidemics can be
Increase in the production of grain by an aver- contained
age of 20 %.
From April 2009, sufficient grain is stored in
village granaries in the so-called “hunger peri-
ods” and sold at a price which is approximately
the medium value of the last five years.
Outputs
Output 1:
Village groups are able to use suitable By the end of 2010, 80 % of villagers in the 쐽 Quality tests on
techniques and measures to increase pro- village groups are able to construct erosion pro- erosion protection
ductivity. tection embankments according to the project systems
standard without the help of trainers.
By December 2010, 80 % of the trained farm-
ers distribute self-made compost onto the fields
as fertiliser.
Output 2:
Drinking water is available for the popula- By 2009, drinking water in all wells built by 쐽 Quality tests on
tion. the project correspond to WHO standard. wells
쐽 Field surveys
By the end of 2009, ten wells in ten project vil-
lages provide at least 20 litres of drinking water
per day and per person throughout the year.
Output 3:
The village population is able to ensure By June 2009, 75 % of training participants 쐽 Test results /
correct grain storage. receive a certificate as “grain manager” after documents from
taking a practical test. training course

Activities
1.1 Build erosion protection structures in
co-operation with the target group and
Patecore.
1.2 Communicate know-how needed to
build an erosion protection system.
1.3 Help build compost pits and advise
on ways to improve soil.
1.4 Facilitate producers’ access to im-
proved seed.
1.5 Help village groups share experiences.
1.6 Support the sharing of experience
with similar projects.
…

15
CHAPTER 3

3.2 C: Initial phase of project / programme

The initial phase of projects is of particular importance. In the period between project ap-
proval and the start of a project, the initial conditions that existed during planning may
change. It is therefore essential that the situation analysis and planning in the initial phase
of a project are reviewed. The results of this review are then included in a binding project
plan with indicators and an operational plan.

One aim of outcome and impact orientation at Welthungerhilfe is to monitor projects in terms
of their intended positive outcomes / impacts. This is only possible if reliable information
about project activities, project outputs and their outcomes and impacts is available. An
outcome and impact-oriented monitoring system provides this information.

To guarantee outcome and impact orientation, the development and documentation of an

outcome and impact-oriented monitoring system is a binding requirement for all Welthun-
gerhilfe projects. The monitoring system is developed in the initial phase.

Implementation of the following steps should be carried out in co-operation with as many
members of project staff as possible. In this way, they can familiarise themselves with project
purposes, contribute their own know-how and find out about the initial steps of outcome
and impact-oriented project monitoring. To carry out a review of planning and to develop a
monitoring system, between five and ten working days are needed, depending on the size
of the project.

3.2.1 Detailed project planning

Table 4: Four steps of detailed project planning

Step Description of step Methods

Review results The PPM is used to find out whether results chains have been prepared for Develop results
chains all project activities and outputs and whether negative side-effects were chains
overlooked during preliminary planning. If necessary, these should be sup- Checklist PPM
plemented. Project measures must be documented so that they can be
subsequently considered in an operational plan.
The PPM is then reviewed to see if it includes the most important out-
Detailed project planning

comes and impacts.

Check indicators of A test is carried out to find out whether the level of outputs, project pur- Develop indicators
PPM pose and overall goal have meaningful indicators in the PPM. These may
have to be supplemented with observation fields from the results chains.
Check complete- The logics and completeness of the PPM are analysed using the test check- Checklist PPM
ness of PPM list.
Prepare operational Responsibilities and financial requirements for planned project activities Operational plan
plan must be defined and included in a prepared plan. The operational plan
helps identify work peaks and the time by which certain ‘milestones’
should be achieved. At a later point in time, all activities affecting outcome
and impact monitoring must be compared with pre-recorded activities and
the operational plan must be supplemented.

NOTE
The more roughly the preliminary planning has been carried out in Phases A–C, the
more time the project team needs to review planning. If results chains and indicators
have not been developed carefully enough during preliminary planning, or the logics
of the PPM are not comprehensible, the project team must prepare this again.

16
 Initial phase of project / programme

3.2.2 Development of an outcome and impact-oriented monitoring system

After planning has been reviewed, the project team has a basis upon which it can develop
an outcome and impact-oriented monitoring system with the indicators. Before the steps
involved in developing an outcome and impact-oriented monitoring system are described,
here are some general details about project monitoring and an explanation of specific as-
pects of outcome and impact-oriented monitoring systems.

BOX: Outcome and impact orientation in monitoring

Project monitoring is a process that is carried out internally, systematically and regu-
larly. For a long time, this process in development co-operation projects concentrated
on observing activities. With the orientation towards outcome and impact, the challenge
now is to make outcome and impact observation an integral part of project monitoring.
This requires careful planning of the monitoring process and the participation of many
members of project staff. It is often necessary, first of all, to dispel misgivings and mis-
conceptions about monitoring.
Common misgivings and misconceptions about monitoring
Monitoring only has to be carried out for co-financers.
Monitoring only means more work and hampers implementation of important activities.
Monitoring is much too complicated.
Monitoring means collecting masses of data and statistics that nobody needs.
Monitoring is carried out by only one member of a project team.
Monitoring has nothing to do with evaluation.

NOTE
To dispel misgivings about monitoring, as many members of project staff as possi-
ble should be involved in developing and implementing the monitoring system. They
should be familiar with its goals, components and phases. This also means that mon-
itoring cannot be delegated to one person in a project but that it is a participative
process in which everyone is involved.

3.2.3 How the monitoring system works

Outcome and impact-oriented monitoring occurs while activities are being implemented and
is therefore an accompanying process. Discussions and possible changes in project strategy
can only occur if data is regularly collected and jointly evaluated, and if conclusions can be
made about project activities. It is therefore vital that monitoring is planned in detail. The
outcome and impact monitoring concept drawn up by all project staff is binding for all dur-
ing subsequent implementation. Activities that result from the planning of monitoring must
be incorporated in the operational plan at the end of the conception phase. Even when the
monitoring system is planned, it is advisable to consider the modalities of subsequent re-
porting.

17
CHAPTER 3

Figure 6: How a monitoring system works

Project planning and indicators (strategy)

Develop
Monitoringsystem Operationsplan
Operational plan
monitoring system
entwickeln

Collect
Daten and
sammeln
document
und data
dokumentieren Aktivitäten
Activities
Leistungen
Outputs
Communicate
Ergebnisse
results
kommunizieren Nutzungen
Use of output
Direkter Nutzen
Direct benefit
Reflectreflektieren;
Ergebnisse results;
propose ways
Änderungsvorschläge
fürto adjust project
Projektvorgehen
procedure
erarbeiten

Adjustments based on results of monitoring

Source: IFAD 2002, modified

The chronology depicted in the above diagram represents the ideal scenario. In reality, in-
dividual phases overlap and steps that have already occurred are frequently referred to
again.

TIP
Project monitoring activities are not normally an integral part of project planning.
They should therefore be developed in the initial phase and included in the project’s
operational plan so that outputs and outcomes / impacts can be reviewed and if nec-
essary improved.

3.2.4 Development of a monitoring system

Table 5: Four steps involved in preparing the monitoring system

Step Description of step Methods

Clarify aim of out- First of all, the meaning of outcome / impact monitoring is clarified. Guiding questions on
come / impact mon- Those people subsequently involved in monitoring, such as the project the objective of out-
itoring team and possibly target group representatives, then agree on the role of come / impact monitor-
monitoring in the specific project. ing

At this step, it is vital that the role of the target group in monitoring is dis-
Development of a monitoring system

cussed.
Clarify monitoring This step clarifies who needs what information. The nature of the required Guiding questions for
approach information determines the choice of contents which are to be monitored monitoring approach
and how the results are communicated. Details about compari-
Qualitative and process-related information is often more important for sons in outcome/im-
project-internal learning. For accountability, quantitative and result-related pact monitoring
information is usually required. Not all monitoring results have to be Details about the use
passed on to all participants. of quantitative and
A decision is also made about which type of outcome / impact monitoring qualitative data collec-
should be selected, whether merely an indicator-based alternative or a tion methods
combination of indicator examination and open, qualitative outcome and Details about reference
impact analysis should be chosen. data investigations and
baseline studies
Description of methods

18
 Initial phase of project / programme

Step Description of step Methods

Operationalise The project team decides on: Guiding questions on
monitoring 쐽 persons responsible operationalisation of
쐽 intervals outcome / impact moni-
Development of a monitoring system

쐽 nature of data to be collected toring

쐽 documentation of data Monitoring plan
쐽 nature and time of analysis
In this step at the latest, the participation of the target group is clarified in
detail. For example: Should the target group be actively involved in collect-
ing data and / or in the reflection phase? Details result from the content and
methods of the approach.
Remember: the more complex the data analysis is, the more restricted par-
ticipation can be.
Complete opera- The activities necessary for monitoring must be added to the operational Operational plan
tional plan plan and compared with the already documented activities for project im-
plementation. The completed operational plan forms the basis for activities
monitoring in the project.

Guiding questions for the development of a monitoring system

Aim of outcome and impact monitoring (Step )

Which specific expectations and fears do we have with outcome and impact monitor-
ing?
What knowledge about outcome and impact monitoring already exists and can be
used?
How can data collection and the use of information be designed in such a way that it
is transparent for everyone?
Which resources are available for monitoring?
Who can contribute towards outcome and impact monitoring and in what way?
How can the target groups participate?

Monitoring approach (Step )

Which outcomes / impacts do we want to observe?
Who will use the information obtained by the monitoring system and how? Which con-
clusions can be made for the documentation and presentation of the data?
Who needs what information in the project to manage the project and to improve the
organisation of everyday work?
Which information is required for self-evaluation or an external evaluation?
What kind of information is of relevance to Welthungerhilfe’s internal knowledge and
quality management?
Who needs what kind of results for the accountability of the project?
What kind of monitoring approach do we want to choose? Purely indicator-based or a
mixture of indicator-based monitoring and regularly implemented open and qualitative
outcome and impact analyses?
What kind of monitoring are we familiar with and have used so far?
What parts of this can we continue to use?
Where is further training required?

19
CHAPTER 3

Operationalise monitoring (Step )

Persons responsible (who collects which data and when)?
At what intervals should data be collected?
Where does the required data come from? How can we collect it?
What collection methods and data sources do we want to use?
Which methods are we already familiar with?
How is documentation carried out?
Decision rules for project management (what should happen when certain thresholds
have been reached?)

Complete operational plan (Step )

Which activities have arisen as a result of the examination of the results chain and
PPM?
Which monitoring activities are planned?
Do monitoring activities overlap with other project activities?

NOTE
The participation of target groups in the monitoring process is interpreted in many
projects as the use of participative methods to collect data. Participative outcome
and impact observation, however, goes much further than this. It means considering
carefully who should carry out which processes and who benefits from the results.
Particularly in the data collection, data documentation and reflection phases, it is im-
portant to reconsider how the target group can be involved. Joint reflection workshops
are an effective way of discussing the results of outcome and impact observation with
the target groups and including these in considerations about conclusions.

NOTE
The question of participation therefore has to be considered in the initial phase of
outcome and impact monitoring development. In practice, a combination of partici-
pative elements and less participative elements is recommended. However, it is vital
that the results of outcome and impact monitoring are presented to and discussed
with target groups.

3.3 D: Implementation

This is the phase in which the monitoring plan is put into practice. In the initial phase,
monitoring was roughly planned out. In the implementation phase, decisions about sample
sizes are made, methods are developed and interviewers and / or presenters for the surveys are
trained. This is followed by the actual data collection, data preparation and data analysis.

Possible self-evaluations and decisions about necessary external evaluations are also made
in this phase.

20
 Implementation

3.3.1 Preparation of outcome and impact monitoring

Table 6: The first three steps: preparation of outcome / impact monitoring

Step Description of step Methods

Determination of It is not usually possible to carry out comprehensive surveys. A random test Details about sam-
necessary sample is therefore made. This is necessary both for quantitative and qualitative pling
sizes surveys.
Preparation of outcome / impact monitoring

Development of The methods have to be adapted to the purpose of monitoring. There is Details about the use
selected methods therefore no fixed basic set of methods for outcome and impact monitor- of quantitative and
ing. qualitative data col-
In this step, the most appropriate methods to provide the necessary data lection methods
must be chosen. Formats for the documentation of data during surveys Method descriptions
must then be prepared. Details about the
If available, tried and tested methods should be used. documentation of
data
Training of inter- Depending on whether standardised questionnaires, qualitative interview Instructions on col-
viewers and pre- guidelines or moderated group discussions are used, a person responsible lecting data
senters for the implementation has to be appointed. In all cases, the persons im-
plementing measures must be familiar with the course of procedure. This
usually requires at least one training session.

TIP
Outcome and impact observation in projects cannot guarantee academic precision.
Such precision is usually impossible because of the lack of financial and human re-
sources, inadequate data and because of the time pressure under which projects are
carried out. This is why outcome and impact observation should always be compared
with the project’s available resources.

3.3.2 Implementation of outcome and impact monitoring

Table 7: Steps four to seven: implementation of outcome / impact monitoring 3

Step Description of step Methods

Test survey design The developed data collection formats must be tested and adapted togeth- Instructions on col-
er with interviewers and presenters. This ensures that the project can actu- lecting data
Implementation of outcome / impact monitoring

ally collect the required data.

Implementation of While data is collected and evaluated, the quality of information and sur- Guiding questions on
data collection and veys should be considered in a critical reflection process. In this phase, the implementation
analysis thematic and methodical results are developed. of outcome and im-
pact monitoring
Communication of The results of the discussion must be processed and passed on to the in- Reference to stake-
results terest groups of the project. Welthungerhilfe expects a report on the holder analysis
progress in terms of outcomes / impacts.3 If a project is co-funded, the do- Details on reporting
nor specifies intervals.
Results should be discussed with the target groups at least twice a year.
Learning process at This includes the learning process within a project and the learning proc- Subject areas, insti-
Welthungerhilfe ess at Welthungerhilfe as an organisation. tutional knowledge
Experiences are collected and processed and fed into Welthungerhilfe’s management (in
knowledge management. planning)

3 Format and frequency of reporting are based on Welthungerhilfe’s valid internal standards.

21
CHAPTER 3

TIP
Outcome and impact monitoring is a process! During this process, experiences are
gained. It is therefore unlikely that monitoring is actually carried out as planned. Only
the actual implementation shows what is possible and what is not possible. Enough
time should therefore be allowed to adjust monitoring and the operational plan. In this
way, monitoring becomes more accurate and meaningful from year to year.

Guiding questions for the preparation and implementation of outcome and impact monitoring

Samples (Step )
Which target groups do we want to examine?
Which sampling procedure do we want to apply?
Which sample size is appropriate?

Choice of methods (Step )

Which methods do we want to use?
Which methods are practicable in terms of available time and financial resources?
Who will collect data (project staff or external person)? What are the consequences of
this?
Are project staff and partner organisations sufficiently qualified? Who needs further
training?
Which methods correspond to the skills of staff?
Which methods are familiar to staff and have already been tried and tested?
What are the training requirements of the staff implementing the methods?
Which formats help us process the collected data most effectively?

Training of interviewers and presenters (Step )

Who will carry out the training (internally or externally)?
Who should be trained?
What previous knowledge is available?
How can the training be made as practice-oriented as possible?
Should training include the implementation of an initial data collection phase?
Does training include data evaluation?
How should problems that arise during interviewing and presentation (for example
“What is meant?”) be taught during training?
Where do we need external support?

Test survey design (Step )

Where should the test be carried out?
Have the interviewers and presenters understood their tasks?
Do the interview questionnaires and guidelines produce the desired data?
Can the collected data be entered into the prepared formats or does the collection
method have to be amended?
Is the obtained data sufficient, meaningful and reliable?
What changes have to be made to the survey design?

22
 Implementation

Implementation of data collection and analysis (Step )

Have all logistical and organisational preparations been made?
Have villages and communities been informed?
Is data collection occurring in the planned timeframe?
Is data being simultaneously fed into the formats?
Is monitoring providing the desired information?
Does a change in the data collection procedure become necessary in the course of im-
plementation?
Is the analysis user-friendly (graphic representations, diagrams, tables) and appropri-
ate?
Are analysis meetings held regularly?
Which amendments should be discussed and introduced on the basis of the results?
Is monitoring on this scale practicable?
What should be changed for the next round of monitoring?

Communication of results (Step )

Which results have to be communicated to whom and when?
How can results be most effectively communicated to the target group?
How are results processed at Welthungerhilfe?
How can results be processed in such a way that they satisfy the requirements of co-
financers?
Which representatives of the target group are invited to the presentation?
How can the discussion of results with the target group be organised in such a way that
the target group actively makes suggestions for the further course of procedure?
Has the project provided all those concerned with sufficient information?

Learning process at Welthungerhilfe (Step )

Have the desired outcomes and impacts occurred?
How do results chains have to be corrected?
What influence does this have on the implementation of activities? What do we have
to intensify, what do we have to change?
Is the information understood and used?
Does a change in project work occur?
Does our learning process work? Does a critical reflection take place?
Are the indicators for outcome and impact monitoring adequate? To what extent do they
have to be amended, supplemented or cancelled?

23
CHAPTER 3

3.3.3 Self-evaluation

Table 8: The three steps of self-evaluation

Step Description of step Methods

Collection phase The data about indicators from the outputs and project purpose level (out- Direct approach / open
(if required; other- come and impact-oriented indicators) must be available for the subsequent questions for target
wise during regular workshop, if this has not already occurred in the regular monitoring. Data group / advantages
monitoring) on specific questions resulting from implementation of the project may and disadvantages
also be collected. Interviews with the target group are essential.
Self-evaluation

Workshop Presentation, discussion and analysis of the data prepared in Step 1. SWOT analysis
(approx. two Project staff including national staff (various levels) takes part in this work-
days / year) shop. External presentation is recommended.
Evaluation and Adjustment of plan based on the results of Step 2.
plan adjustment/
preparation of a
plan of action/plan
of implementation

Guiding questions for the implementation of a self-evaluation

Implementation of a self-evaluation (Steps to )

Are the outputs produced according to the project plan?
Are the outputs used by the target group?
Which positive and negative outcomes and impacts have been observed and can be
expected so far?
What are positive and negative outcomes and impacts attributable to?
Does the plan have to be modified?

3.4 E: External evaluation

Table 9: The seven steps of an external evaluation

Step Description of step Methods /

Reference documents
Notification and Those responsible for the programme inform Evaluation Unit of require- Welthungerhilfe
planning of evalua- ments. A representative depiction of sector and regional portfolio is consid- Handbook
tion ered when the evaluations are selected. The annual planning is carried out Chap. 2103;
by the Evaluation Unit. Chap. 2738;
External evaluation

Concept paper
Impact-oriented
evaluation
Preparation of eval- The Terms of Reference are prepared. When individual projects and country Standard Terms of
uation programmes are carried out, standard Welthungerhilfe terms are applied. Reference
Expatriate and, if possible, national consultants are selected and placed
under contract.
Logistical preparation on location by project team, information is passed on
to partners, target group and other relevant actors.

24
 External evaluation

Step Description of step Methods /

Reference documents
Mission Implementation of evaluation survey on location with participative data col-
(2–3 weeks) lection methods. Presentation of provisional conclusions and recommenda-
tions for the project team, if applicable, other actors are invited.
Reporting and ap- Preparation by consultant. Discussion of report during final meeting with
proval by Evaluation the participation of those responsible for the programme, if applicable, in-
unit clusion of comments and proposals for improvement. Final approval by the
External evaluation

Evaluation Unit.
Joint learning proc- Identification of important learning experiences or good practices by the Subject areas, insti-
ess Evaluation Unit. Inclusion of findings in Welthungerhilfe’s knowledge man- tutional knowledge
agement. management (in con-
ception)
Implementation of Recommendations of intermediate evaluations should be put into practice
recommendations of in ongoing project. The recommendations are followed up by those respon-
the evaluation sible for the programme.
Accountability On the basis of individual evaluations and the summary in the Annual Re-
port, accountability occurs vis-à-vis the Board of Directors and Supervisory
Board.

Guiding questions for the implementation of an external evaluation

Implementation of an external evaluation (Steps to )

Are the outputs produced according to the project plan?
Are the outputs used by the target group?
How can relevance, efficiency, effectiveness, outcome / impact and sustainability be
rated? – Where are the terms defined?
Which outcomes and impacts (positive, negative etc.) can be observed and expected?
What are positive and negative outcomes and impacts attributable to?
What recommendations can be made on the basis of these “lessons learnt” and “good
practices”?

25
 WELTHUNGERHILFE
We are …
one of Germany’s biggest private relief organisations; founded in 1962, we are non-profit
making, non-denominational and politically independent. Our work is financed by private
donations and public grants.

We want …
to help people in developing countries improve their living conditions to such an extent that
they can secure their livelihoods without outside aid. Our efforts are geared towards the
needs, interests and rights of the poor population in rural regions.

We provide …
help from one set of hands with rapid humanitarian aid in acute crisis regions and in long-
term projects carried out in close co-operation with local partners, in regions where hunger
and poverty determine the everyday lives of the people.

We work …
with national and international partners from the world of politics, schools, media and other
areas to ensure that we do not merely pay lip service to the idea of solidarity: development
should open up opportunities and help empower people in their society on a sustainable
basis.

Published by:
Deutsche Welthungerhilfe e. V.
Friedrich-Ebert-Straße 1
53173 Bonn
E-Mail: [email protected]
Responsible for content and coordination:
Mathias Mogge, Division Knowledge Innovation Consultancy
Working group:
Nathalie Demel, Gisela Glimmann, Markus Fiebiger, Robert Grassmann, Dr. Dirk Guenther,
Andrea Kallabis, Ute Latzke, Margrit Röhm, Ute Rössing, Dr. Normann Steinmaier, Harald Sterly,
Dr. Axel Weiser, Jeannette Weller, Dr. Florian Wieneke, Martin Wolff
Author:
Iris Paulus, independent consultant
October 2008
Layout: Just in Print, Bonn
100 % recycled paper
Cover photo: A woman weeds a paddy field in the province of Takeo, Cambodia
Photographer: Florian Kopp
Translation: Sue Pickett
Reproductions may only be made with the approval of the publisher

26
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Plädoyer für eine europäische Mindestlohnpolitik
Arbeitskreis Europa [also available in English]
Gefahr für die nationale Daseinsvorsorge im = mçäáíáâJfåÑçI=kçîÉãÄÉê=OMMS=
EU-Binnenmarkt?
= mçäáíáâJfåÑçI=j®êò=OMMT= Jo Leinen
Die Kosten der Nicht-Verfassung
Jonathan Wadsworth = mçäáíáâJfåÑçI=kçîÉãÄÉê=OMMS=
Mit flexiblen Arbeitsmärkten aus der Beschäfti-
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Svenja Blanke
Mexikos junge Demokratie zwischen Stagnation sind online verfügbar:
und Krise http://www.fes.de/internationalepolitik
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Die Mongolei im Reformtief – Dauerkrise oder Friedrich-Ebert-Stiftung
„zweiter Aufbruch“? Internationale Politikanalyse
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