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Lesson
Two of the outcome performance indicators could not be measured directly using available data. This not only affects assessment of final outcome achievements but can also affect implementation. If indicators cannot be tracked accurately, project managers cannot receive regular implementation progress data indicating whether the project is on track or requires modification—or whether the targets themselves need to be revised. Flawed performance indicators need to be addressed as early as possible during implementation.

Project Number: 40368-022
Project Name: Secondary
Education Sector Development Program
Report Date:
Lesson
Changes in scope and subsequent revision of the DMF with board approval are critical in ensuring that the project’s intended outcome can be achieved. Adjusting the DMF and its indicators should be made as soon as the need becomes apparent, ideally during the early stage of implementation or at the mid-term review. In particular, a mid-term review provides an opportune time to conduct an in-depth assessment of whether a project is likely to achieve its outcome and outputs, and whether the output and outcome targets remain pertinent for the project context and development objective.

Project Number: 38594-013
Project Name: Guiyang Integrated Water Resources Management (Sector) Project
Report Date:
Lesson
Impact indicators in the results framework need to have casual connection to the program’s outputs and outcomes. The civil service and budgetary reforms supported by the program will contribute to more efficient public administration and budget expenditures over time. However, they can only contribute at the margin to poverty and maternal mortality reduction, which were the impact indicators for the program. These indicators were not aligned with the impact statement, which aimed for improved service delivery.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date: