Large Domestic Companies

Sub-principle 4.A

Measure results


Why is it important?


Measuring the results of development co-operation projects will help to provide evidence that individual projects are reaching their goals – contributing to business and development outcomes. If the results show impact, this will lead to increased scale and further funding being deployed by development partners. Partners need to agree on a common measurement framework; how the data will be collected; and the roles and responsibilities of each partner for data collection, compiling the results and public disclosure.

Self-reflection questions
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  • Does your government have an overarching results framework for development co-operation projects that includes the private sector as part of a national policy? 
  • Do your projects’ frameworks incorporate indicators from the government’s overall results framework as stated in the national development co-operation policy?
  • Do your projects have an agreed framework for monitoring results, including frequency and recognition of reporting burden and is it included in the implementation of the project? 
  • Did you and all project partners actively participate in creating the project’s framework? 
  • Do you understand your and your project partners’ roles and responsibilities? 
  • Have you allocated enough resources (financial, time, staff) to ensure proper quantitative and qualitative monitoring and evaluation as per your assigned role and responsibility, being very clear with your partners of the capacity that you can bring to the role and responsibilities? 
  • Have you factored in measuring the defined indirect as well as direct impacts of the project, as outlined in the project documents? 
  • Can you take advantage of data that you already collect and adapt them to the monitoring process?

Actions to consider
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  • Commit to the disclosure of relevant information, including business outcomes when necessary.
  • Support the development of monitoring frameworks at the project and policy levels, ensuring that roles are clearly defined and information is easily accessible. 
  • Be aware of the rigorous requirements to prove impact through collecting data and measuring results when receiving public finance/official development assistance. 
  • Support data collection when relevant, including disaggregated data by gender, disabilities and vulnerable groups.
  • If you are a representative or member of a business association, support capacity-building activities for micro, small and medium-sized enterprises.

Pitfalls to avoid
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  • Fail to communicate with partners about your capacities to collect data from end users and when data are not available. 
  • Avoid an honest and open conversation with partners about the constraints of sharing data when information is confidential and sensitive. 
  • Be inflexible when it comes to the need for sharing information. 
  • Rush to get results. Time horizons are different for development projects. 
  • Disregard the tension between the need for streamlining indicators and the need for including diverse stakeholder goals and logics. Seek an appropriate balance, but recognise there are no blueprints.


Vietnam’s President’s Emergency Plan for AIDS Relief segments populations based on their need and ability to pay. This approach enables the government to prioritise finite public resources for the most vulnerable and supports the growth of a commercial market for those with the ability to pay. By filling gaps in market information, the initiative attracted the private sector to invest, which allowed USAID to phase out its funding.


Help us build our knowledge base! If you have any good examples, please share them with the GPEDC Joint Support Team via info@effectivecooperation.org

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