Cases in Outcome Harvesting : Ten Pilot Experiences Identify New Learning from Multi-Stakeholder Projects to Improve Results

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collection.link.213
https://openknowledge.worldbank.org/handle/10986/11866
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Other papers
dc.contributor.author
World Bank
dc.date.accessioned
2014-09-09T21:07:35Z
dc.date.available
2014-09-09T21:07:35Z
dc.date.issued
2014-06
dc.description.abstract
The harvesting process is stakeholder-centered and captures qualitative, tacit knowledge. It includes tools to substantiate and analyze this knowledge collaboratively and communicate progress toward impact to clients, management, and partners. The tools are flexible to adapt to a program's design and can provide useful details to inform the theory of change, implementation lessons, outcomes, and indicators. This report documents a stage one pilot to identify how outcome harvesting can be integrated with the World Bank's results management approach, for learning during a program s implementation and review stages. Specifically, the pilots examined how outcome harvesting tools can lend one to learning about how change happens in complex aspects of programs. For instance, what combination of interventions worked to advance particular changes, what behavioral and institutional changes were advanced, and what was the right mix of social actors involved to achieve results? The initial pilots used outcome harvesting to review progress for 10 ongoing knowledge initiatives supporting World Bank programs or projects in strategic thematic areas. The teams retrospectively harvested information from about 2 to 5 years of program results. The analysis of each initiative s achievements included an outcome map to visualize the changes by timeline and actor and a change strategy map that summarized the outcome information to communicate the theory of change and results chain. Outcome harvesting tools can be used to gather evidence on key interventions and identify essential lessons, such as how best to adapt successful efforts to different contexts and how to choose the best mix of actors to involve. Teams recommended that precise learning can be used for informing program design and delivery, as well as defined areas for further operational research and evaluation.
en
dc.identifier.uri
http://hdl.handle.net/10986/20015
dc.language
English
dc.language.iso
en_US
dc.publisher
Washington, DC
dc.rights
CC BY 3.0 IGO
dc.rights.uri
http://creativecommons.org/licenses/by/3.0/igo/
dc.subject
ACCESS TO INFORMATION
dc.subject
ACCOUNTABILITY
dc.subject
ACTION PLANS
dc.subject
ADAPTIVE LEARNING
dc.subject
ADMINISTRATIVE REQUIREMENTS
dc.subject
ANTI-CORRUPTION
dc.subject
ANTICORRUPTION
dc.subject
AUTHORITY
dc.subject
AUTHORIZATION
dc.subject
BEHAVIORS
dc.subject
BEST PRACTICES
dc.subject
BOUNDARIES
dc.subject
BRIBES
dc.subject
BUDGET DEFICITS
dc.subject
BUSINESS CLIMATE
dc.subject
BUSINESS INDICATOR
dc.subject
BUSINESS INDICATORS
dc.subject
BUSINESS MODEL
dc.subject
BUSINESSES
dc.subject
CAPACITY BUILDING
dc.subject
CENTRAL GOVERNMENT
dc.subject
CHANGE AGENT
dc.subject
CHANGE AGENTS
dc.subject
CHANGE MANAGEMENT
dc.subject
CHANGE PROCESS
dc.subject
CITIZENS
dc.subject
CIVIL SERVANTS
dc.subject
CIVIL SOCIETY
dc.subject
CIVIL SOCIETY ORGANIZATIONS
dc.subject
COLLABORATION
dc.subject
COMMERCE
dc.subject
COMMON SENSE
dc.subject
COMMUNITY MEMBERS
dc.subject
COMMUNITY OF PRACTICE
dc.subject
COMPLEXITY
dc.subject
CONNECTIVITY
dc.subject
CONSENSUS
dc.subject
CONSTITUTION
dc.subject
COORDINATION MECHANISM
dc.subject
COPYRIGHT
dc.subject
CORRUPT
dc.subject
CORRUPTION
dc.subject
CURRICULUM
dc.subject
CUSTOMER SATISFACTION
dc.subject
DECISION-MAKING
dc.subject
DECREE
dc.subject
DISCUSSION
dc.subject
DISCUSSIONS
dc.subject
DOCUMENTS
dc.subject
E-LEARNING
dc.subject
EDUCATION SECTOR
dc.subject
EDUCATION SERVICES
dc.subject
ELEARNING
dc.subject
ELECTED OFFICIALS
dc.subject
ELECTRICITY
dc.subject
EQUIPMENT
dc.subject
EXPERIMENTATION
dc.subject
EXTERNAL CONSULTANT
dc.subject
FINANCIAL MANAGEMENT
dc.subject
FINANCIAL RESOURCES
dc.subject
FINANCIAL SUSTAINABILITY
dc.subject
FINANCIAL VIABILITY
dc.subject
FOCUS GROUPS
dc.subject
FOREIGN INVESTMENT
dc.subject
GOOD GOVERNANCE
dc.subject
GOVERNANCE REFORM
dc.subject
GOVERNMENT ACTION
dc.subject
GOVERNMENT LEVEL
dc.subject
GOVERNMENT MINISTRIES
dc.subject
GOVERNMENT OFFICES
dc.subject
GOVERNMENT OFFICIALS
dc.subject
GOVERNMENT PROGRAM
dc.subject
GOVERNMENT REVENUES
dc.subject
HUMAN CAPACITY
dc.subject
HUMAN RESOURCES
dc.subject
IDEA
dc.subject
IDEAS
dc.subject
IMAGE
dc.subject
IMPLEMENTATION PROCESS
dc.subject
INFORMATION SHARING
dc.subject
INFORMATION SYSTEMS
dc.subject
INITIATIVE
dc.subject
INNOVATIONS
dc.subject
INSPECTION
dc.subject
INSTITUTIONAL CONSTRAINTS
dc.subject
INSTITUTIONALIZATION
dc.subject
INTEGRATION
dc.subject
INTERVENTIONS
dc.subject
INTRANET
dc.subject
KNOWLEDGE CAPTURE
dc.subject
KNOWLEDGE MANAGEMENT
dc.subject
KNOWLEDGE SHARING
dc.subject
LACK OF ACCOUNTABILITY
dc.subject
LEADERSHIP
dc.subject
LEARNING
dc.subject
LEGISLATION
dc.subject
LEGITIMACY
dc.subject
LOCAL GOVERNMENT
dc.subject
LOCAL GOVERNMENTS
dc.subject
MANAGEMENT SERVICE
dc.subject
MANAGEMENT SERVICES
dc.subject
MANAGEMENT SYSTEM
dc.subject
MANAGEMENT SYSTEMS
dc.subject
MINISTER
dc.subject
MINISTERS
dc.subject
MINISTRIES OF AGRICULTURE
dc.subject
MINISTRIES OF HEALTH
dc.subject
MUNICIPALITY
dc.subject
NATIONAL TRAINING
dc.subject
OPERATIONAL EFFICIENCIES
dc.subject
PARLIAMENTARY OVERSIGHT
dc.subject
PERFORMANCES
dc.subject
PERSONAL MASTERY
dc.subject
POLICE
dc.subject
POLICY FRAMEWORK
dc.subject
POLITICAL LEADERS
dc.subject
PRACTITIONERS
dc.subject
PRESIDENCY
dc.subject
PRESIDENTS
dc.subject
PRIMARY EDUCATION
dc.subject
PROBLEM SOLVING
dc.subject
PROCUREMENT
dc.subject
PROJECT MANAGEMENT
dc.subject
PROVINCIAL EDUCATION
dc.subject
PUBLIC ADMINISTRATION
dc.subject
PUBLIC FINANCE
dc.subject
PUBLIC SCHOOLS
dc.subject
PUBLIC SECTOR
dc.subject
PUBLIC SERVICE
dc.subject
PUBLIC SPENDING
dc.subject
PUBLIC UTILITY
dc.subject
QUALITY OF SERVICE
dc.subject
QUALITY OF SERVICES
dc.subject
REGIONAL NETWORK
dc.subject
REPRESENTATIVES
dc.subject
RESULT
dc.subject
RESULTS
dc.subject
RURAL AREAS
dc.subject
SERVICE DELIVERY
dc.subject
SERVICES TO CITIZENS
dc.subject
SOCIAL NORMS
dc.subject
SUBNATIONAL GOVERNMENT
dc.subject
SUPERVISION
dc.subject
SUPPLY CHAIN
dc.subject
SUPPLY CHAIN MANAGEMENT
dc.subject
TACIT KNOWLEDGE
dc.subject
TEACHERS
dc.subject
TECHNICAL ASSISTANCE
dc.subject
TECHNICAL EXPERTISE
dc.subject
TECHNICAL EXPERTS
dc.subject
TECHNICAL SUPPORT
dc.subject
TEXTBOOKS
dc.subject
THINKING
dc.subject
TIME PERIOD
dc.subject
TRAINING MATERIALS
dc.subject
TRANSMISSION
dc.subject
TRANSPARENCY
dc.subject
UNIVERSAL PRIMARY EDUCATION
dc.subject
USE OF KNOWLEDGE
dc.subject
USES
dc.subject
VARIETY
dc.subject
WORK PROCESSES
dc.title
Cases in Outcome Harvesting : Ten Pilot Experiences Identify New Learning from Multi-Stakeholder Projects to Improve Results
en
okr.date.disclosure
2014-08-27
okr.doctype
Publications & Research :: Working Paper
okr.doctype
Publications & Research
okr.docurl
http://documents.worldbank.org/curated/en/2014/06/20148536/cases-outcome-harvesting-ten-pilot-experiences-identify-new-learning-multi-stakeholder-projects-improve-results
okr.globalpractice
Education
okr.globalpractice
Governance
okr.globalpractice
Transport and ICT
okr.globalpractice
Trade and Competitiveness
okr.googlescholar.linkpresent
yes
okr.identifier.externaldocumentum
000442464_20140827131715
okr.identifier.internaldocumentum
20148536
okr.identifier.report
90172
okr.language.supported
en
okr.pdfurl
http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2014/08/27/000442464_20140827131715/Rendered/PDF/901720WP0Box380n0Outcome0Harvesting.pdf
en
okr.topic
Education :: Knowledge for Development
okr.topic
Public Sector Corruption and Anticorruption Measures
okr.topic
Education :: Primary Education
okr.topic
Private Sector Development :: E-Business
okr.topic
Governance :: National Governance
okr.topic
Public Sector Development
okr.unit
Global Practice on Health, Nutrition, and Population (GHNDR)
okr.volume
1 of 1

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