J.3_Monitoring_and_Evaluation_Plan_template.docx

ATTACHMENT J.2

NAME OF THE ACTIVITY AND ACRONYM

Monitoring and Evaluation Plan (note the document version, e.g. draft, revised)

Period of coverage (should cover the entire Activity implementation period, e.g. October 1, 2014–September 30, 2019)

Date of Submission This publication was produced for review by the United States Agency for International Development by (implementing partner) i

USAID _________________ MONITORING AND EVALUATION PLAN– DATE 27

NAME OF THE ACTIVITY AND ACRONYM

Monitoring and Evaluation Plan (document version)

Period of coverage (from-to)

Prepared under the USAID’s Bosnia and Herzegovina ________________Activity, Contract Number _______________(or Cooperative Agreement Number or Grant Number)

Submitted to:

USAID/Bosnia Herzegovina, _________(month, year)

Implementing Partner (IP):

Disclaimer This document is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of ____________ (implementing partner) and do not necessarily reflect the views of USAID or the United States government.[footnoteRef:1] [1: FYI, in case of multilateral funding, also acknowledge other donors, e.g. suppose Sweden is participating in the Activity through Swedish International Development Cooperation Agency (Sida), then the phrasing would be “generous support of the American and Swedish people, through the United States Agency for International Development (USAID) and Swedish International Development Agency (Sida).” Also include the same acknowledgement on the front page. Further, restate the caveat clause to “and do not necessarily reflect the views of USAID, Sida, or the United States or Swedish government.”]

1st DRAFT

1st DRAFT

Table of Contents

1. ACTIVITY AND HOW IT SUPPORTS USAID PROJECT

This document is the Monitoring and Evaluation (M&E) Pan for the USAID/BiH _____________ Activity for the period _______ (life of Activity).

Section 1 is the description of the Activity and its contribution to the relevant USAID/BiH Project[footnoteRef:2]. Section 2 describes the Activity’s performance indicators and reporting (M&E system) and Section 3 discusses evaluation framework and learning approaches. [2: Current Version of USAID-BiH Project Logical Frameworks (LogFrames) are presented in Appendix 2.]

In order to have a well-designed and comprehensive M&E system at Activity level, the development of the Activity LogFrame (see section 1.2.2 and Appendix 3) should be closely based on the relevant Project Logical Framework (LogFrame) (see section 1.2.1 and Appendices 1 and 2). There should be clear connection between the two LogFrames.

The Activity Development Hypothesis needs to be explained clearly within the M&E Plan (see section 1.2.3 and Appendix 4).

M&E Plan developed by each Activity needs to include Performance Indicator Summary Worksheet (see section 2.2). This Worksheet should serve as the basis for the development of more detailed Indicator Performance Tracking Table (IPTT) (see Appendix 5), which should be used for reporting within each Activity Quarterly and Annual Report.

In addition to the Performance Indicators Summary Worksheet, initial M&E Plan must include an Appendix with Performance Indicator Reference Sheets (PIRS) for each Activity indicator (see Appendix 6). For Project-level indicators which your Activity reports on, contact USAID MEASURE-BiH or your COR/AOR to receive Project-level PIRS, based on which you should prepare your Activity PIRS using definition, data source, and methodology in line with the Project-level specification. For Project-level indicators which are included in your Activity LogFrame, but which your Activity does not report on (for example, secondary data indicators), you do not have to develop PIRS documentation (it is prepared by USAID MEASURE-BiH or your COR/AOR).

Initial Activity M&E Plan should be developed simultaneously with the Activity Work Plan, with clear timeline and responsibilities (see Appendix 7).

It should be noted that the narrative part of the M&E Plan should explain general approach for the indicated sections, while the table templates (PIRS and Performance Indicators Worksheet) should include specificities for each individual indicator.

Also note that templates/figures/explanations given in the Appendices of this document should not be included in your Activity M&E Plan, they are attached here for the purpose of resource/background/information, with the exception of Appendix 6 (PIRS). Appendix 6 should be used as template for PIRS documentation which your Activity needs to develop for each indicator and attach it to your Activity M&E Plan as an Appendix. In addition, your Activity M&E Plan needs to include relevant USAID/BiH Project LogFrame, which you should copy into 1.2.1 straight from the Appendix 2 of this document.

Please note that once the Activity M&E Plan is approved it is valid for the entire duration of Activity and targets defined over the life of Activity which are set in PIRS documentation attached to the M&E Plan should not be changed. Any change in either name/definition of indicators or the value of targets requires adjustment and the approval of the new M&E Plan (with associated explanations of reasons for changes) by USAID/BiH. Data on actuals is reported regularly in Indicator Performance Tracking Tables within Quarterly/Annual Reports (with the targets in those Tracking Tables reflecting the exact targets set within the PIRS documentation of the Activity M&E Plan) and the analyses of actuals should be given in the textual part of the Quarterly/Annual Reports.

Please delete instructions/explanations as you fill in your Activity M&E Plan.

1.1 Activity Description

Insert the Activity Purpose as defined in the Contract/Grant/Cooperative Agreement and a brief general overview of the Activity.

1.2 Activity LogFrame and How Activity Contributes to USAID Project

In this section, present your Activity LogFrame in the required format provided in the sub-section 1.2.2 with necessary explanations.

The Activity LogFrame is usually developed by the USAID Mission in the Activity design phase. If the Activity LogFrame has not been developed yet in the required format, please refer to the Appendix 1, which explains how to develop the Activity LogFrame from the relevant Project LogFrame.

In sub-section 1.2.1, copy the relevant LogFrame for the Project your Activity contributes to from Appendix 3.

In sub-section 1.2.2, fill in your Activity LogFrame in the provided template. Please delete the instructions/explanations as you fill in the LogFrame.

In sub-section 1.2.3, describe the logic of your Activity LogFrame, i.e. Activity Development Hypothesis, as well as underlying assumptions and risks.

In sub-section 1.2.4, discuss how the Activity contributes to the Project LogFrame Results.

1.2.1 Relevant Project LogFrame

Please copy the relevant Project LogFrame from the Appendix 2.

USAID/BiH _________________ (Activity name) MONITORING AND EVALUATION PLAN____ (period covered) 25

1.2.2 Activity LogFrame

Please fill in your Activity Logframe.

Choose an item.

Choose an item.

Choose an item.

Choose an item.

If this sub-purpose is achieved, which assumptions must hold true to achieve the Activity Purpose? If the Activity team can influence or control an action, it should not be listed as an assumption but rather an input, output, or sub-purpose.

Activity Outcome/ Output 1.1 Outputs are the tangible, immediate, and intended products or consequences of an activity within USAID’s control or influence, produced as a direct result of inputs. Outcomes are the conditions affecting people, systems, or institutions that indicate progress or lack of progress toward achievement of goals. Outcomes are any results higher than an output to which a given Activity output contributes to but for which the Activity is not solely responsible.

One or more Outcomes/Outputs contribute to one sub-purpose, although in reality it might relate to different sub-purposes.

If this outcome/output is achieved, which assumptions must hold true to achieve the respective sub-purpose? If the Activity team can influence or control an action, it should not be listed as an assumption but rather an input or an output.

Activity Outcome/ Output 1.2 Outputs are the tangible, immediate, and intended products or consequences of an activity within USAID’s control or influence, produced as a direct result of inputs. Outcomes are the conditions affecting people, systems, or institutions that indicate progress or lack of progress toward achievement of goals. Outcomes are any results higher than an output to which a given Activity output contributes to but for which the Activity is not solely responsible.

One or more Outcomes/Outputs contribute to one sub-purpose, although in reality it might relate to different sub-purposes.

If this sub-purpose is achieved, which assumptions must hold true to achieve the Activity Purpose? If the Activity team can influence or control an action, it should not be listed as an assumption but rather an input, output, or sub-purpose.

Activity Outcome/ Output 2.1 Outputs are the tangible, immediate, and intended products or consequences of an activity within USAID’s control or influence, produced as a direct result of inputs. Outcomes are the conditions affecting people, systems, or institutions that indicate progress or lack of progress toward achievement of goals. Outcomes are any results higher than an output to which a given Activity output contributes to but for which the Activity is not solely responsible.

One or more Outcomes/Outputs contribute to one sub-purpose, although in reality it might relate to different sub-purposes.

If this outcome/output is achieved, which assumptions must hold true to achieve the respective sub-purpose? If the Activity team can influence or control an action, it should not be listed as an assumption but rather an input or an output.

Activity Outcome/ Output 2.2 Outputs are the tangible, immediate, and intended products or consequences of an activity within USAID’s control or influence, produced as a direct result of inputs. Outcomes are the conditions affecting people, systems, or institutions that indicate progress or lack of progress toward achievement of goals. Outcomes are any results higher than an output to which a given Activity output contributes to but for which the Activity is not solely responsible.

One or more Outcomes/Outputs contribute to one sub-purpose, although in reality it might relate to different sub-purposes.

1.2.3 Description of the Activity LogFrame and Underlying Development Hypothesis, Assumptions, and Risks

In this section, lay out the Activity Development Hypothesis, which is the narrative description of your Activity LogFrame. See Appendix 4, which explains vertical and horizontal logic of the LogFrame approach.

Also explain how the Activity will monitor its Development Hypothesis in order to determine whether it is valid and that it could potentially be modified if data so indicates.

Finally, please describe what assumptions were used in the development of indicators, and how (if altered) those assumptions would affect Activity implementation, and thus, your ability to meet targets and expected results. You can group those however you wish: general/Activity-specific; by type of underlying risk (such as, macro- or microeconomic, exogenous, endogenous, etc.).

1.2.4 How Activity Contributes to Project

In this sub-section, please draft a narrative that explains how the Activity contributes to the USAID/BiH Project results.

If possible, also discuss how your Activity relates to other USAID-funded activities that contribute to the same Results in the relevant Project and how you may coordinate your tasks.

1.3. Organizational Structure of Activity and Tasks to Achieve Results

In this section, please present the organizational structure of the Activity and the major tasks to be undertaken to achieve results.

2. PERFORMANCE INDICATORS AND REPORTING

2.1 Indicators

This is the sub-section which should include discussion of general characteristics of your Activity indicators, including baseline and targets. Explanation should include discussions on why your Activity selected specific indicators and why.

For example:

“Indicators have been identified for each Activity result. These indicators are sufficient to enable a full report on the achievement of each intended objective. The indicators are designed to enable the XYZ team and USAID/BiH to: capture and communicate major Activity results; and track implementation progress.”

In this section, discuss the Activity LogFrame Outcome/Outputs, Sub-Purpose, and Purpose, and present the indicators you will employ to measure these. Please include these in a matrix form, using the following template:

Performance Indicator Summary Worksheet (with Annual Targets) to be Included in M&E Plan

Unit of Measure

Disaggre-gation

Frequency

Activity Goal:

Number and name of indicator 1: E.g. Total amount of…

Activity Purpose:

Number and name of indicator 2:

Number and name of indicator 3:

Add rows per each indicator…

Activity Sub-Purpose:

Number and name of indicator x:

Add rows per each indicator…

Add rows per each sub-purpose…

Activity Outcome/Output:

Number and name of indicator x:

Add rows per each indicator…

*All targets need to be annual, except for the final column which shown Life of Activity Cumulative Target.

In addition to this Summary Worksheet, Activity M&E Plan should have an Appendix with Performance Indicators Reference Sheet (PIRS) documentation (one per each indicator), which focuses in more detail on each individual performance indicator. The PIRS includes all the information shown in the table above for a single performance indicator, it also includes additional information, such as Data Quality issues, plans and the estimated costs of obtaining performance data for the indicator addressed, etc.

Use the PIRS template given in Appendix 6 in this document to develop PIRS for each of your Activity indicators, which you will attach to your M&E Plan.

Specifying each indicator in detail within PIRS facilitates data consistency and clarity throughout the life of the Activity.

2.1

2.2 Information and Data Sources

Please discuss general approaches related to data and information sources.

For example:

“The information needed for the M&E system comes from a variety of sources. We will collect basic M&E information directly from participating organizations/beneficiaries— (list)—using a set of standardized tools. We will collect additional M&E data, when necessary, from the various administrative and technical records of ____________. When appropriate, we will also consult secondary sources of data— (list of secondary sources).

It should be noted that there must be a balance between M&E data collection and XYZ technical responsibilities. Our M&E system is designed so that, rather than presenting a data collection burden for Activity staff and their counterparts, it complements ongoing technical activities. Care was taken to eliminate indicators that were correlated, redundant, or not indicative of Activity performance. The Activity will employ appropriate information technology in M&E system implementation to ease the burden of data entry and management and employ user-friendly information systems for data entry and analysis. “

2.3 Responsibilities of the XYZ Team

Please describe here who is responsible for what in your M&E system.

2.4 Quality Control and Data Verification

Please explain here how you will ensure data quality and verifiability. Who is responsible for what in your M&E system data quality control and verification?

For example:

“XYZ technical staff will provide initial quality control for the various M&E raw data elements. After data entry is completed, the COP will conduct data quality control by examining the quantitative data to identify common errors including logical inconsistencies, out-of-range values, significant departures from trends, or other errors. Should any problem be identified, the COP will help the technical units verify data against original sources and alternate data sources, when they are available. Any quality issues will be noted and elaborated in regular reports. The same quality control system will apply to qualitative information.

A great deal of primary data will be recorded as part of XYZ’s normal business practice. XYZ staff will review the data to ensure their accuracy. When an issue is identified, the COP will discuss the issue with relevant XYZ team member and find a way to resolve it. Information voluntarily disclosed by the counterparts will be treated bona fide. The data analysis, when included in the quarterly and annual reports, will also document specific changes in data and further verification analysis as necessary.”

2.5 Baselines and Targets

In this section, discuss how the baseline and targets were set; what the process was; how data was collected; where these data can be found, etc.

In particular, discuss how you expect to accomplish the targets, and the process you will employ to monitor the progress and revise the targets if necessary. Targets are set after completing an analysis that illustrates what realistic targets are.

2.6 Data Collection and Analysis

Please briefly explain Activity’s general approach to collecting and analyzing data.

For example:

“In order to review the data generated through the M&E plan to measure progress toward achieving Activity objectives and to report to USAID, XYZ has designed data collection tools and instruments that are for internal use; but they will be made available to USAID upon request and during a Data Quality Assessment. Data analysis will primarily be done using spreadsheets and formulas calculating results to reduce human errors. All calculations will be made available to USAID upon request and during a Data Quality Assessment.”

Explain what types of data collection instruments are used (for example, sign-in sheets, data entry forms, questionnaires/surveys, secondary data, third party data etc.).

3. EVALUATION FRAMEWORK AND LEARNING APPROACHES

In this section, discuss any plans for evaluation of your Activity, either commissioned separately by USAID/BiH (external evaluation) or your own (internal evaluation).

Discuss the major evaluation questions that you perceive important for your Activity and how it can be ensured that adequate data (including baseline data) is collected to answer these questions. Discuss what methodologies would be most appropriate.

If comparison groups are to be established, discuss how these groups will be established and monitored, how baseline data will be collected, and how follow-up data will be collected during implementation.

If applicable, discuss plans for any initial assessments or analyses required for informing Activity implementation, as well as any suggestions for innovative evaluation approaches and collaboration of your Activity with external evaluation teams.

Discuss how you plan to use the findings and recommendations from any evaluation to improve your Activity. Also discuss learning approaches you will use and how you will provide knowledge as an input into the Mission and the Agency wide learning approaches.

APPENDIX 1. PROJECT LOGICAL FRAMEWORK CONNECTIONS TO ACTIVITY LOGICAL FRAMEWORK

Project Logical FrameworkProject – Activity Connections When the Activity Logical Framework is being developed, the starting point is the appropriate USAID Project Logical Framework.

Case 1 (outline arrows) Project Purpose serve as the Activity Goal when the Activity is of high-value/high-level in terms of desired results comparing to others in the Mission. In this case, one of the Project Sub-purposes will serve as the Activity Purpose, and some of the Project Outcomes/Outputs as the Activity Sub-purposes.

Case 2 (filled arrows) Project Sub-purpose is, in many cases, the Activity Goal. Then one of the Project Outputs is the Activity Purpose, and Project Inputs can serve as the Activity Sub-purposes.

These two cases illustrate the most usual cases, however, for some activities, Activity goal can correspond to Project result at lower level (i.e. Project Outcome/Output).

In addition, in some cases, the exact wording does not match between the two LogFrames, but in the M&E Plan, the connection should be clearly stated.

Level of Result

Project Goal

Project Purpose

Project Sub-purpose

Project Outcome/Output

Project Input

Activity Logical Framework Level of Result

Activity Goal

Activity Purpose

Activity Sub-purpose

Activity Outcome/Output

Activity Input

APPENDIX 2. USAID/BiH PROJECT LOGICAL FRAMEWORKS

Project 1.1 More effective judicial, executive and legislative branches of government

1-B World Bank Worldwide Governance Indicators Government Effectiveness Percentile Rank 1-C Percentage of citizens satisfied with public service delivery Freedom House NIT Website

World Bank Worldwide Governance Indicators Website

National Survey, MEASURE-BiH

1.1-a.2 FBiH Legislative Capacity Index Score

1.1-b.1 World Justice Project Rule of Law Index – Civil Justice

1.1-b.2 World Justice Project Rule of Law Index - Criminal Justice

1.1-c NIT's Local Democratic Governance Score Activity reports

Activity reports

World Justice Project Rule of Law Index Website

World Justice Project Rule of Law Index Website

Freedom House NIT Website

1.1.1-2 Percentage of citizens confident in in the rule of law 1.1.1-3 Number of judicial personnel trained with USG Assistance JEI Report, MEASURE-BiH National Survey, MEASURE-BiH

Activity reports

Project Outcome/ Output 1.1.1.1.

1.1.1.1-2 Number of Partner Prosecutor Offices with score 4 or 5 on JSA Prosecutors Office Capacity Matrix (POCM) for appraisal process dimension HJPC Reports

Activity reports

Project Outcome/ Output 1.1.1.2.

Project Outcome/ Output 1.1.1.3.

1.1.1.3-2 Percentage of citizens who perceive the judiciary effective in combating corruption JEI Report, MEASURE-BiH

U.S. Department of State Trafficking in Persons Report Website

1..1.3-1.b FBiH Score on Legislative Capacity Index (LCI) - Policy Development and Law Making Dimension Activity reports

Project Outcome/ Output 1.1.3.1.

Project Outcome/ Output 1.1.3.2.

1.1.3.2-1.b FBiH Score on Legislative Capacity Index (LCI) - Budget Review, Adoption and Implementation Dimension

Activity reports

Project Outcome/ Output 1.1.3.3.

1.1.3.3-1.b Ratio of non-compliant agencies and poorly performing programs that are the subject of evidence-based public hearings in FBiH

Activity reports

1.1.4-2 Percentage of citizens satisfied with the quality of services provided by local government

TBD

National Survey, MEASURE-BiH

Project Outcome/ Output 1.1.4.1.

Project Outcome/ Output 1.1.4.2.

Project Outcome/ Output 1.1.5.1.

Project Outcome/ Output 1.1.5.2.

Improved political party communication with constituencies

1.1.6-2 Number of reports identifying real or potential problems in the electoral process, issued by the coalition on election observation and findings Activity reports

1.1.8-1.b Number of performance audit reports deliberated in parliamentary committees BiH

1.1.8-2 Ratio of convictions to indictments (prosecution) for corruption-related crimes Activity reports

HJPC Reports

1.1.9-1.b FBiH Score on Legislative Capacity Index: Gender Dimension 1.1.9-2 Number of parliamentary actions that address gender issues or issues of concern to women Activity reports

Project Inputs

Project 1.2 Increased citizen participation in governance

1-B World Bank Worldwide Governance Indicators Government Effectiveness Percentile Rank 1-C Percentage of citizens satisfied with service delivery Freedom House Website

World Bank Worldwide Governance Indicators Website

1.2-b Percentage of citizens participating in decision making process 1.2-c Trust in institutions value on the SCORE Index USAID CSOSI Website

SCORE report and website

1.2.1-2 Average percentage of business, parliamentary and government representatives who express positively about CSOs Activity reports

Project Outcome/ Output 1.2.1.1.

1.2.1.1-2 Percentage of non-state news outlets assisted by USG 1.2.1.1-3 Percentage of citizens satisfied with trustworthiness of information in media 1.2.1.1.-4 Number of individuals receiving voter and civic education through USG-assisted programs National Survey

Activity reports

National Survey

Activity reports

Project Outcome/ Output 1.2.1.2.

1.2.1.2.-2 Number of public policies introduced, adopted, repealed, changes, or implemented with citizen input National Survey

Project Outcome/ Output 1.2.1.3.

1.2.1.3-2 Percentage of international funding within the engaged CSOs OCA Reports

Project Outcome/ Output 1.2.1.4.

1.2.1.4.-2 Number of CSOs receiving USG assistance engaged in advocacy interventions Activity reports

1.2.2-2 Percentage of surveyed BiH citizens in targeted municipalities expressing readiness to advocate 1.2.2.-3 Reconciliation value on the SCORE Index Activity reports

SCORE report and website, MEASURE-BiH

Project Outcome/ Output 1.2.2.1.

1.2.2.1-2 Number of local women participating in a substantive role or position in a peacebuilding process supported with USG assistance

1.2.2.1-3 Number of people reached by a USG funded intervention providing GBV services

Project Outcome/ Output 1.2.2.2.

1.2.2.2-2 Number of key influencers engaged in local reconciliation initiatives

1.2.2.2-3 Percentage of interviewed citizens in targeted municipalities who indicate increased interaction among key influencers Activity reports

Project Outcome/ Output 1.2.2.3.

Project Outcome/ Output 1.2.2.4.

1.2.2.4-2 Percentage of surveyed BiH youth in targeted municipalities with mutual trust and confidence 1.2.2.4-3 Average percentage of surveyed children who mind interacting with peers from other parts of BiH Activity reports

1.2.3-2 Number of underrepresented people assisted by a USG funded intervention providing services to beneficiaries Activity reports

Project Outcome/ Output 1.2.3.1.

1.2.3.1-2 Number of domestic NGOs engaged in monitoring or advocacy work on human rights receiving USG support Activity reports

Project Outcome/ Output 1.2.3.2.

reported Activity reports

Project 2.1 Improved capacity of private sector firms to compete in a market

2-B Total investments as % of GDP

2-C World Bank’s Doing Business Ranking

2-D World Bank’s Doing Business, Distance to Frontier' Agency for Statistics Website

Agency for Statistics Website

World Bank Doing Business Website

2.1-a -2 Number of part-time, seasonal and other types of jobs not considered full time officially registered jobs in USAID-assisted enterprises and other private sector partners/beneficiaries

2.1-b Number of private sector firms (and other private sector partners/beneficiaries) that have improved management practices or technologies as a result of USAID assistance

2.1-c Number of farmers and others who have applied improved technologies or management practices as a result of USAID assistance

2.1-d Percentage of female participants in USAID-assisted programs designed to increase access to productive economic resources (assets, credit, income, or employment) FIA/APIF database or Activity reports in the cases FIA/APIF data is not available and beneficiary surveys conducted

Beneficiary surveys conducted

Internal Activity records

Internal Activity records, annual reports,

FIA/APIF database or Activity reports in the cases FIA/APIF data is not available and beneficiary surveys conducted

Project Outcome/ Output 2.1.1.1.

Project Outcome/ Output 2.1.1.2.

Project Outcome/ Output 2.1.2.1.

Project Outcome/ Output 2.1.2.2.

2.1.2.2-2 Number of certificates/standards attained by the public sector organizations

2.1.2.2-3 Number of policies, laws, regulations, and administrative procedures, analyzed, drafted, adopted and being implemented in agricultural sector, as a result of USAID assistance Municipal official documents

Global Innovation Index Website

Project Outcome/ Output 2.1.3.1.

Project Outcome/ Output 2.1.3.2.

Project Inputs

Project 2.2 Improved economic aspects of governance relevant to business activity

2-B Total investments as % of GDP

2-C World Bank’s Doing Business Ranking

2-D World Bank’s Doing Business, Distance to Frontier' Agency for Statistics Website

Agency for Statistics Website

2.2-b Score on Economic Governance Index (EGI) World Bank Worldwide Governance Indicators Website

MEASURE-BiH

2.2.1-2 Level of alignment with the best practices in debt management identified within the World Bank Debt Management Performance Assessment Tool (DeMPA)

2.2.1-3 Score in Paying Taxes dimension of Doing Business (measuring time and costs saved for businesses) Economic Freedom Index Website

FAR assessment

Project Outcome/ Output 2.2.1.1.

Project Outcome/ Output 2.2.1.2.

Project Outcome/ Output 2.2.1.3.

Project Outcome/ Output 2.2.1.4.

Project Outcome/ Output 2.2.1.5.

Activity reports

Project Outcome/ Output 2.2.4.1.

Project Inputs

APPENDIX 3. EXAMPLE OF LEVELS OF RESULTS MEASURED

APPENDIX 4. VERTICAL AND HORIZONTAL LOGIC OF THE LOGICAL FRAMEWORK APPROACH

THEN

IF

Outcome/Output

IF

THEN

THEN

IF

The Logical Framework Approach establishes a vertical logic that defines the series of causal linkages intended to transform inputs into developmental changes. The hierarchical structure can be tested by asking the question “how” when moving down the causal chain, and asking “why” when moving up the causal chain. The LogFrame demands logical causality to articulate the Activity Development Hypothesis, and to evaluate its achievements. The logic should always start from the Activity Goal in order to develop lower level results. The vertical logic is “means-and-end” logic. Description of means: We are going to contribute to the Goal by achieving the Purpose, while the Purpose will be achieved by realizing the Sub-purposes, and so forth. Description of ends: We are investing the Inputs in order to realize the Outcomes/Outputs, and we are realizing Outcomes/Outputs in order to achieve Sub-purposes, etc.

The horizontal logic, on the other hand, is “if-then” logic which puts the entire LogFrame into a narrative by connecting Inputs and results to respective assumptions that need to hold so that the higher level results can be achieved. Description: If we invest the Inputs and the assumption at the input level holds true, we will then realize the Outcome/Output. If we realize all of our Outcomes/Outputs, and the assumptions at Outcome/Output level hold true, we will then achieve all our Sub-purposes. If all our Sub-purposes are achieved, we will then meet the Purpose. If our Purpose is met, and the Purpose level assumptions hold true, we will have contributed to the goal.

APPENDIX 5. ACTIVITY INDICATOR PERFORMANCE TRACKING TABLE (IPTT), TO BE ATTACHED TO QUARTERLY AND ANNUAL REPORTS

1. E.g. Number of farmers and others who have applied new technologies or mana-gement practices as a result of USAID assistance

TOTAL

FEMALE

MALE

Add row per each indicator

TOTAL

GROUP 1

GROUP 2

To fill out this table, keep the following notes in mind:

1. This Table will be used for reporting actuals and will be attached to your Quarterly and Annual Reports (note that only those indicators with quarterly frequency defined within your PIRS will be attached to Quarterly Reports).

2. Precise definition of every indicator is important, especially if this IPTT is filled out by different partners (included in the Activity consortium). They need to understand and report the same data.

3. Calculation base for the reporting period and Calculation base value need to be filled out only for those indicators for which the calculation base changes with each reporting period. This refers to indicators expressed in percent/fraction (e.g. share, ratio, proportion) or percent change (e.g. annual or quarterly change), with the exception of indicators for which denominator stays the same in each reporting period, such as representative surveys, in which denominator covers entire population in each reporting period.