Multinational Corporations

Sub-principle 4.A

Measure results


Why is it important?


Transparency and accountability in development co-operation projects help to identify comparable data, lessons learnt and best practices. They also build confidence and help to understand the key factors that lead to scale and impact. Measurement frameworks need to be agreed upon between partners with a clear understanding of each partner’s roles and responsibilities for collecting data, compiling results and public disclosure. Measuring results also helps the partnership understand what works and what does not and adjust accordingly. Measuring and reporting on results is expected when using public finances. Insufficient attention to results may prevent learning, waste resources, and lead to weaker development and business outcomes.

Self-reflection questions
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  • In the countries where you operate, does the government have an overarching results framework for development co-operation projects that include the private sector as part of a national policy? 
  • Do your projects’ frameworks incorporate indicators from the country’s overall results framework as stated in the national development co-operation policy?
  • Do your projects have an agreed framework for monitoring results, including results indicators, metrics, definitions and methodologies, reporting frequency, and recognition of the reporting burden? Is it integrated into the project implementation?
  • Did you and all project partners actively participate in creating the project’s framework?
  • Do you understand your own and your partners’ roles and responsibilities in implementing the project’s monitoring framework? 
  • Have you allocated enough resources (financial, time, staff) to ensure proper quantitative and qualitative monitoring and evaluation?
  • Have you factored in measuring the defined indirect as well as direct impacts of the project, outlined in the project documents? 
  • Have you disclosed the baseline data for identified indicators, the target value for the indicators and the actual current value for the indicators?

Actions to consider
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  • Commit to disclosing relevant information, including business outcomes when necessary and in an accessible, low-cost, comparable way.
  • Support the development of monitoring frameworks at the project and policy levels, ensuring that roles are clearly defined, frequency is agreed upon and information is easily accessible.
  • Support data collection, including disaggregated data when relevant by gender, disabilities and vulnerable groups. 
  • Support capacity-building activities for micro, small and medium-sized enterprises in your value chain to collect data. 
  • Monitor your projects’ ongoing compliance with international standards and consider the views of the projects’ beneficiaries and clients.
  • Consider whether commercial data sets can be leveraged on a voluntary basis to inform development solutions.

Pitfalls to avoid
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  • Use a bespoke monitoring framework that is unable to measure comparable results. 
  • 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 logic. Seek an appropriate balance, but recognise there are no blueprints.


An evaluation report on the development programme on the provision of essential eye care services privately funded by the Standard Chartered Bank and implemented by the Fred Hollows Foundation in co-operation with local and regional hospitals in Gansu Province, Inner-Mongolia Autonomous Region and Jiangxi Provinces, People’s Republic of China 

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