Difference between revisions of "Results Chain"

Difference between revisions of "Results Chain"

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{{Term|RESULTS CHAIN|Shows the casual or logical relationships that exists between inputs, activities, outputs and outcomes of a given programme, project or policy. Also referred to as a performance chain,  a results chain is similar to a flow chart but need not match specific activities with specific outputs or  results. Because it does not show the same detail as a flow  chart with respect to the casual sequence  of activities, outputs and results , the user should ensure that "simplistic" does not displace "standard".  As with other visual depictions, the influence of external factors is explicitly considered. Inputs, activities, and outputs are often a measure of efficiency; the results are used then used to determine programme effectiveness. (in process).<ref>Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 166-167. The World Bank, Washington DC, 2009.</ref><ref>[http://www.acdi-cida.gc.ca/inet/images.nsf/vLUImages/Results-basedManagement/$file/RBM_POLICY_STATEMENT_2008_COMPANION.pdf Canadian International Development Agency. Amended Results Based Management and Definitions. Ottawa, 2008.]</ref>}}
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{{Term|RESULTS CHAIN|Shows the casual or logical relationships that exists between [[Inputs|inputs]], [[Activities|activities]], [[Output|outputs]] and [[Outcomes|outcomes]] of a given programme, project or policy. Also referred to as a performance chain,  a results chain is similar to a flow chart but need not match specific activities with specific outputs or  results. Because it does not show the same detail as a flow  chart with respect to the casual sequence  of activities, outputs and results , the user should ensure that "simplistic" does not displace "standard".  As with other visual depictions, the influence of external factors is explicitly considered. Inputs, activities, and outputs are often a measure of [[Efficiency|efficiency]]; the results are used then used to determine programme [[Effectiveness|effectiveness]]. (in process).<ref>Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 166-167. The World Bank, Washington DC, 2009.</ref><ref>[http://www.acdi-cida.gc.ca/inet/images.nsf/vLUImages/Results-basedManagement/$file/RBM_POLICY_STATEMENT_2008_COMPANION.pdf Canadian International Development Agency. Amended Results Based Management and Definitions. Ottawa, 2008.]</ref>}}
  
  

Latest revision as of 13:02, 25 July 2011

Term2.png RESULTS CHAIN
Shows the casual or logical relationships that exists between inputs, activities, outputs and outcomes of a given programme, project or policy. Also referred to as a performance chain, a results chain is similar to a flow chart but need not match specific activities with specific outputs or results. Because it does not show the same detail as a flow chart with respect to the casual sequence of activities, outputs and results , the user should ensure that "simplistic" does not displace "standard". As with other visual depictions, the influence of external factors is explicitly considered. Inputs, activities, and outputs are often a measure of efficiency; the results are used then used to determine programme effectiveness. (in process).[1][2]



References

  1. Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 166-167. The World Bank, Washington DC, 2009.
  2. Canadian International Development Agency. Amended Results Based Management and Definitions. Ottawa, 2008.