After the implementation of a multi-year program, for some time, we do not know where we are results-wise. Except if there is a midterm review usually on the third year, or an evaluation towards the end of a program or expiration of a strategic plan.
This means for a considerable period of time we do not know whether we are progressing towards the achievement of program goals/objectives. In other words, for a long period we have no idea about achievement of outcomes and impacts as elaborated in the M&E framework or theory of change. Of course, we have anecdotal information from all kinds of monitoring activities or ad-hoc project evaluations. However, this body of knowledge is more on processes not results.
This raises the question: should this bother us at all? If no, let it be, but if yes, what do we do? As this has been the case for as long as we can remember, it is high time for a workaround.
The idea is to lodge all long -term results (outcomes/impacts) and higher order objectives (goals/objectives) in the strategic plan or any other higher-level program document like results framework. Therefore, the program/project documents will only contain what the program/project will deliver/produce.
This means the immediate results or the expected outputs, which can be measured immediately upon program/project completion. This maybe farfetched on account of donor or current organizational requirements, but it’s the most practical.
This will disabuse from our minds the onus of long- term results when it is not the time for their reckoning (midterm review or program evaluation). In fact, outcome/impact information is negligible in annual planning/budgeting.
This will also free up voluminous program/project documents of several pages of images on long-term results for purposes of aesthetics, but actually straining to the eyes.
Muhammad Alothman 