Step 6
Step 1
T EMPLATE FOR M&E F RAMEWORK
FOR L EADERSHIP L EARNING
I NITIATIVES
Step 5
Follow-up
Initial contact:
(anchoring)
assure demand
Feedback
Analysis
Event delivery
Baseline
Observation,
Results
Framework
(D RAFT )
Step 4
Step 1
Initial contact
Confirm demand with country team and
client.
Develop initial business case. Link
leadership strategy to expected country
outcomes: what type of leadership
initiatives could be considered to develop
what capacity, using typology of
interventions?1
Identify key players, including for M&E.
Scoping mission
Step 2
1
For typology of interventions, see annex 1.
Development of
Interim period
preparation
Design and Delivery
Scoping mission
Questionnaires
concept note
Step 3
Monitoring and evaluation
Review existing diagnostic work to understand why the enabling environment is weak and what
capacity needs to be developed. Identify drivers of change to start thinking of process indicators.
Review evaluations and experience from previous initiatives.
Map existing initiatives in leadership development and assess their M&E frameworks.
Use typology of interventions to shape very preliminary results framework.
Key questions: Is there a clear understanding of what capacity needs to be developed for whom?
Through what process is country demand expressed?
Tools: Document review, including drivers of change analysis; capacity needs assessment, where
available; map of related activities by other donors and the WBG.
Baseline
Step 2
Identify capacity gaps and priority
intervention strategies and examine the role
of leadership as well as synergies with other
leadership initiatives.
Step 3
2
Ensure a common understanding of the
current capacity at the individual,
organizational, and institutional levels.
Reach agreement with client on context,
issues, expected results, and process for
developing and designing the intervention.
Reformulate identified gaps as preliminary objectives for the initiative. Define objectives related to
the individual, organizational, and/or institutional levels in generic and specific terms.2
Define preliminary objectives for the process, and assess if a shared view of the contribution of the
initiative has emerged.
Identify benchmarks and suggest suitable indicators for measuring change in capacity and the
situation. Use both process and outcome indicators, both generic and specific.
Assess usefulness of and opportunity for a country-focused framework covering several initiatives.
Key questions: Do counterparts seem to have obvious capacity constraints?
What contributed to or detracted from the emergence of a shared view of the purpose and
objectives of the initiative?
Is there a baseline for assessing impact later?
Establish local steering committee to assure
local ownership and engagement.
Tools: Document review; needs assessment and capacity assessment, if not done previously;
interviews; focus groups; facilitated self-assessments.
Identify M&E counterparts.
Development of concept note
Describe context, issues, expected
results, and process. Make a business case
for the initiative, including its link to related
initiatives and possible synergies as well as
lessons learned from similar or related past
initiatives.
Results framework
Outline theory of change between expected outcomes at the individual, organizational, and
institutional levels and the activities delivered.
Identify both outcome and process indicators of change and data collection methods (consider the
trade-off between validity and availability of data).
For each level, identify factors that can either constrain or enable a positive outcome of the
intervention.
For generic indicators, see annex 2.
Key questions: Are objectives clear? Is it clear what desired changes are at individual (knowledge,
attitude, and behavior), organizational (for key organizations), and institutional (enabling
environment) levels? Is there agreement on how these changes can be measured: what indicators
and how to collect information?
Tools: Facilitated workshops and focus groups on objectives and indicators; risk analysis; log
frame; and outcome mapping for outcome indicator.
Step 4
Step 5
Step 6
Interim period preparation
Agree on participant list.
Create draft program and agenda.
Prepare background documentation on
selected issues.
Identify and agree on external resource
persons and facilitators.
Event delivery
The stronger the national event delivery
capacity, the more limited the Bank role.
The greater the ownership by the host
country, the better the results.
Bank staff presence is normally limited and
resource persons primarily consist of nonBank experts.
Follow-up (anchoring)
Disseminate proceedings and guidelines on
process and background papers.
Disseminate lessons learned.
Consider potential of international resource
persons/peers continuing to provide
counsel/advice.
Establish benchmark for capacity of counterparts to carry out necessary preparatory work.
Collect information on process.
Key questions: How does the process of preparation contribute to strengthening capacity? What
could be done differently?
Tools: Self-assessment; face-to-face interviews with key informants
Collecting data
Participate in event to be able to observe and ensure the correct application of M&E tools.
Key questions: What is the evidence of ownership? What is the benchmark for event delivery
capacity? Are objectives clear for participants, and do they agreed? Are other stakeholders involved
in the event?
Tools: Observation, questionnaire, interviews, and possibly web-based survey.
Analysis, feedback
Analyze M&E information. Avoid cherry picking, use triangulation, and look for evidence of
intended and unintended consequences. Structure analysis at three levels: individual,
organizational, and institutional. Review against typology of interventions.
Key questions: What conclusions can be drawn on the short-term outcome of the event?
What evidence is there of enhanced capacity in the counterpart team and of process ownership,
including of the process being anchored in the host country and capacity to ensure follow-up?
Tools: Structured interviews with key informants; web-based self-assessments
Annex 1: Typology of interventions
1. Leadership for Results: New Government
The objectives of this program are to establish a common vision; clarify respective roles,
responsibilities, and accountabilities; build mutual trust and respect; and develop a team
approach to implementing a new government agenda. Approaches and tools might
include how to prioritize among priorities, strategic communications, results-based
management, change management, conflict resolution, ethics, transparency and
accountability, and so on.
Participants will include ministers and senior public servants.
2. Leadership for Results: Communicating and Achieving Results
The objectives of this program are to engage partners and stakeholders to communicate
and implement the government’s agenda effectively. Specific approaches and tools might
include how to make trade-offs among competing interests and priorities, public-private
partnerships, how to identify and address constraints, creative problem solving, strategic
communications, results-based management, project management, rapid results
techniques, and so on.
Participants will include ministers, senior public servants, and private sector and civil
society representatives.
3. Leadership for Results: Decentralized Governance
The objectives of this program are to enhance coordinated and cooperative leadership in a
decentralized environment. Specific approaches and tools might include clarification of
respective roles, responsibilities, accountabilities, effective communication, problem
solving, conflict resolution, and so on.
Participants will include political and/or public sector leaders from each order of
government.
4. Leadership for Results: Transition Phase
The objectives of this program are (a) to enhance public sector readiness to provide
considered, nonpartisan advice on how to implement a new government mandate
following an election and (b) set the foundation for translating the election manifesto and
other public commitments into a medium-term policy agenda. Specific approaches and
tools might include preparation of briefing materials for new ministers, effective
communications strategy, policy preparation, and so on.
Participants will include senior public servants.
Annex 2: Generic Outcomes
The outputs and outcomes from the activities will include capacity results related to the
objectives and the process of planning, implementing, and evaluating the activity.
a.

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Individual
New knowledge, skills, and tools
Increased confidence in ability to achieve results
Enhanced collegial trust and respect
Increased effectiveness of existing human and fiscal resources.
b.

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Organizational
Increased focus and effectiveness in relation to specific results
Shift from individual agendas to a common vision
Informed and efficient decision-making processes
Improved problem-solving skills, including ability to prioritize actions and
mobilize resources
Horizontal cooperation: increased use of cross-sectoral approaches to problem
solving and decision making
New communication channels
Stronger teams
Exploration of current and emerging leadership challenges and opportunities
Learning and capacity development recognized as key ingredients for
development
Strong foundation for performance.
c.




Institutional/Enabling Environment
Enhanced communication systems
Citizen engagement
Strategic partnerships
Enhanced credibility nationally and internationally.

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