International assistance results reporting guide for implementers

Third edition, 2025 

We’re always looking to make this guide more useful. If you use this guide, please let us know how we can improve it. Send us an email at: gar.rbm@international.gc.ca

On this page

• Main acronyms used
• 1. Introduction
  • 1.1 Context
  • 1.2 Information requirements
    • 1.2.1 What information does GAC need?
    • 1.2.2 What is the information in the reports used for?
    • 1.2.3 Integrating high-level priorities
• 2. Preparing the results reports: key steps
  • 2.1 Project operations report
  • 2.2 Annual project results report
  • 2.3 Final project results and operations report
  • 2.4 Checklist for preparing operations reports and results reports
• 3. Annotated report outlines
  • 3.1 Annotated outline: Project operations report
  • 3.2 Annotated outline: Annual project results report
  • 3.3 Annotated outline: Final project results and operations report
• Annexes
  • Annex 1: Outputs and activities reporting worksheet template
  • Annex 2: Template for updated PMF with added columns (previously ‘Outcomes reporting worksheet’)

Main acronyms used

AWP

Annual workplan

DRR

Departmental results report

GAC

Global affairs Canada

GBA+

Gender-based Analysis Plus

GE

Gender equality

HRBA

Human rights-based approach

IA

International assistance

IAR

International assistance report

IATI

International aid transparency initiative

KPI

Key performance indicator

LM

Logic model

OAM

Outcomes and activities matrix

OECD-DAC

Organisation for Economic Co-operation and Development-Development Assistance Committee

PIP

Project implementation plan

PMF

Performance measurement framework

PTL

Project team lead

RBM

Results-based management

1. Introduction

1.1 Context

This guide helps organizations implementing^{Footnote 1} international assistance projects funded by Global Affairs Canada (GAC) to:

• understand the reporting requirements
• produce clear and evidence-based reports on results that:
  • meet Government of Canada standards
  • demonstrate projects’ performance against expected results or outcomes. 

This guide goes hand in hand with our Results-based management for international assistance programming: A how-to guide. The “how-to guide” provides key definitions and a more-detailed description of Results-based management (RBM). It has general advice on how to report on projects’ expected outputs and outcomes. It also helps track and report on Gender equality results. 

This 2025 edition is an updated version of the 2018 guide and was developed based on feedback and consultations with key stakeholders (select implementing organizations, GAC project officers and GAC performance management advisers). We always welcome continued feedback to incorporate in future editions of the guide. Please write to gar.rbm@international.gc.ca with any comments or information requests.

Notes: 

• We use the terms “results” and “outcomes” interchangeably throughout this guide. For additional definitions of GAC our terms and concepts, see our Glossary of results-based management terms.
• In the past, this guide referred to the “Outcomes reporting worksheet.” This is now the “Performance measurement framework (PMF) with added columns”.
• This guide applies to most implementers and projects. It doesn’t account for every potential situation or nuance.

This guide provides information related to 3 types of reports. You must use these reports when implementing our international assistance projects. Each one is for a different reporting period and meets different objectives:

• Project operations report
• Annual project results report
• Final results and operations report

1.2 Information requirements

Global Affairs Canada requires regular, timely and rigorous evidence-based reporting from its international assistance implementers for the purpose of performance management. The information provided in implementer reporting supports transparency and accountability, as well as learning and decision making.

1.2.1 What information does GAC need?

• Timely and rigorous data for clear evidence
  • All reports (Project Operations Report, Annual Project Results Report and Final Results and Operations Report) must use actual data on performance indicators as evidence to substantiate the results being reported and must also provide a narrative description of changes. This actual data provided in the project reports is used for the assessment of an individual project’s performance. The indicator data from various projects is also aggregated to feed into GAC’s reporting on corporate key performance indicators (KPIs). This allows for assessment of program/portfolio and corporate performance. The relevant corporate KPIs will have been identified at the project’s outset in discussions with the GAC project team leader (PTL).
  • Data should be disaggregated by gender and other relevant identity factors whenever possible. This allows for a better understanding of projects’ impacts on diverse groups.
  • The timely provision of project reporting is necessary to ensure that changes can be made as quickly as possible and course corrections have sufficient time to take effect.
• Information on progress made:
  • Outputs and activities: Project Operations Reports provide an update on the implementation of the project’s annual work plan, including an update on activities and outputs and how they contribute to immediate outcomes.
  • Project results: Annual reports focus on outcomes, rather than the project’s activities and outputs, showing progress on or toward the expected immediate, intermediate and ultimate outcomes.
• Reporting on gender equality, human rights, environmental sustainability, innovation and any other priorities identified in the relevant project agreement:
  • These priorities should be integrated into each section of the reports. Details on the type of information to be included are available in Section 1.2.3 of this guide.
• Information about challenges and lessons learned during the reporting period:
  • Challenges related to the project’s operating context and if/how they were addressed
  • Lessons learned about what worked and what did not, and how these learnings could be applied to improve achievement of expected outcomes.
• Information about changes to key elements of the Project implementation plan (PIP):
  • Changes to elements such as geographic coverage, beneficiaries, planned activities, etc., should be discussed with the GAC project officer, who can help assess whether they constitute a change in scope (for example, if they affect the nature of intermediate outcomes).
  • Changes may be necessary if there is a lack of progress on immediate and intermediate outcomes, perhaps due to incorrect assumptions about how change will be accomplished. Any change to intermediate or ultimate outcomes or to targets should also be discussed with your GAC project officer to assess whether they constitute a change in scope.
  • If the changes are determined to constitute a change in scope and/or imply significant increases to the resources/funding required, an amendment to the financial instrument used by the project is required and will need to be approved. If GAC approves the change, the implementer must amend the PIP and/or work plan, and the PMF.
  • Key changes should be discussed with and agreed upon by other relevant stakeholders.
• References to baseline data will demonstrate the magnitude of the change achieved (or contributed to) by the project. More detailed guidance on the information required is provided in the detailed checklist for implementers in Section 2.4 and the annotated outlines in Section 3.

1.2.2 What is the information in the reports used for?

Transparency and accountability

Project monitoring during implementation helps demonstrate sound management of resources and show how the project is achieving what it set to achieve. For implementers, the results reports are a means to communicate with GAC about the project’s performance and results, and to demonstrate accountability.

GAC relies on evidence-based implementer reports on the project’s results to support the Government of Canada’s continued commitment to transparency and accountability and to illustrate its stewardship of public resources. The project’s reporting deadlines are therefore aligned with timelines related to GAC’s own reporting deadlines. GAC demonstrates accountability and transparency and informs Parliament and the Canadian public of its accomplishments and results achieved through:

• annual corporate reports such as the GAC Departmental Results Report, which provides reporting on targets set out in the Annual Departmental Plans, and the Report to Parliament on the Government of Canada’s International Assistance.
• the Project Browser, which is a public-facing database supporting Canada’s commitment to open government and its participation in the International Aid Transparency Initiative.

Because these corporate reports depend on results information stemming from the project level, it is very important that implementers provide GAC with accurate and well-supported evidence-based results reports. This reporting also provides evidence-based information on the contribution of GAC’s programs and overall international assistance project portfolio to:

• its international commitments, such as to the goals outlined in the 2030 Agenda for Sustainable Development (Sustainable Development Goals) and key international commitments
• the objectives and stated needs of partner countries
• gender equality, human rights, environmental sustainability and innovation
• the targets outlined in annual departmental plans

Learning and decision making

RBM entails using the collected project performance data and other information to assess and compare expected outcomes with actual outcomes. This assessment informs evidence-based decision making and adjusting/adapting programming or projects as required to optimize and improve the achievement of the expected outcomes.

• The reporting process is not intended as solely a compliance exercise, but rather an opportunity to reflect on and document outputs that have been achieved, the progress projects are making on or toward their expected outcomes, changes taking place in the project context, and any problems or challenges that occurred.
• Both implementers and GAC project officers need this information to support any adjustments required to ensure the achievement of expected outcomes. Timely provision of this information is necessary to ensure that changes can be made as quickly as possible and course corrections have sufficient time to take effect.
• The use of performance measurement data and other information to increase knowledge of what works and what doesn’t and to gather lessons learned is also a key element of RBM. These learnings support continuous improvement of current and future projects, programs and portfolios. They can also help ensure that any barriers or inequities identified are addressed. This process enables all stakeholders to make informed decisions.

1.2.3 Integrating high-level priorities

GAC is committed to:

• taking a human rights-based approach (HRBA) to international assistance
• advancing Gender equality
• supporting environmental sustainability
• building innovation into its international assistance

Each implementer report (Project Operations Report, Annual Project Results Report and Final Results and Operations Report) must integrate reporting on any changes that have occurred or results that have been achieved in these areas during the last reporting period. These priorities should be integrated into each section of the reports, similarly to how they are included in the PIP.

Only changes that have occurred during the last reporting period should be reported on. Types of change may include:

• Changes to the context – These are changes not caused by the project but that are relevant to and may have an impact on the project. Changes to report on include things that affect the assumptions that underpinned the original theory of change and risks related to legal or financial responsibilities and other types of risks that were identified at the beginning of the project.
• Operational changes – These relate to the implementation of the project and include changes or adjustments (implemented or proposed) to strategies, risk response measures and technical resources and levels of effort related to Gender equality, human rights and/or environmental sustainability. These should be reported on in the relevant sections of operations reports.
• Results achieved – Progress on or toward expected Gender equality, human rights and/or environmental sustainability outcomes (expressed in the project’s logic model [LM]).

The specific information expectations for each area are as follows:

Gender equality

Gender equality outcomes are measurable changes that explicitly aim to reduce gender inequality or improve equality between women and men, boys and girls and gender-diverse people. As a priority for GAC’s international assistance, it is required for implementers to monitor and report on Gender equality outcomes and to demonstrate how these changes contribute to one or more of GAC’s Gender equality objectives:

• Enhanced protection and promotion of human rights of women and girls
• Increased participation of women and girls in equal decision making
• More equitable access to and control over resources for women and girls to secure ongoing economic and social equality

Reporting on Gender equality outcomes should also include the following considerations:

• Capture changes to the context, especially impacts resulting in a backlash from gender-equality-related activities and any operational changes that may positively or negatively impact integration of Gender equality in the project.
• Report on progress for each outcome, including a description of activities and outputs that support Gender equality and an analysis of gender-sensitive indicators measuring each outcome, disaggregated by sex, age and, where feasible, other relevant identity factors.
• Present an evidence-based narrative using qualitative and quantitative data to illustrate transformative changes in the project, including changes to social norms that are harmful to the achievement of Gender equality, changes in levels of participation and decision making and other types of Gender equality outcomes.
• Identify and analyze any variance between expected targets and achieved Gender equality outcomes, results of Gender equality capacity building activities and any unexpected outcomes related to Gender equality.

Project reports should present actual data to support progress on or toward Gender equality within each project’s outcome and on the implementation of the project’s Gender equality strategy. To help achieve this, GAC recommends that projects seeking to achieve Gender equality outcomes include a Gender equality adviser, whether in-house or hired externally, as a member of the project team. Gender equality expertise is crucial for the successful achievement of Gender equality outcomes, and the project Gender equality adviser(s) should, ideally, be involved in providing guidance throughout the project, including for the preparation of results reports.

For further guidance, please refer to the following tools: Monitoring performance on gender equality, Reporting on gender equality outcomes, as well as Gender equality expertise and project team responsibilities. 

Human rights

GAC has committed to taking an HRBA to international assistance. This approach means that the long-term positive changes in GAC-funded projects should be focused on improvements to the safety, freedom, dignity, security, education or well-being of beneficiaries, described in human rights language. An HRBA also frames beneficiaries as rights holders whose human rights are engaged by the challenge or problem that the project is addressing.

Useful information on using an HRBA throughout the project’s cycle can also be found in Canada’s human rights-based approach to international assistance - A checklist for project creators.

The following outlines expectations for implementer reports with regard to human rights:

• Changes to context – The report should identify whether there have been any changes on the ground that would impact the project’s initial human rights analysis and therefore impact the PMF and theory of change. For example:
  • Are the human rights assumptions that were identified at the project’s planning and design stage, and articulated in the theory of change, still valid?
  • Have new human rights-related risks emerged? If so, how can they be mitigated?
• Operational changes – Describe what is being done during project implementation to address any of the changes to the context noted above.
• Results achieved – Under an HRBA, 1 or more of the project’s outcome statements should be drafted in human rights language. For example, they can support increased capacity to advance human rights or enhanced capacity of institutions to provide inclusive services. If you require additional information on human rights performance indicators, you can reach out to your GAC project officer for additional information on using these indicators.

To properly integrate an HRBA into the project’s report, ensure that the report explains the extent to which the project is advancing (or not) the relevant human rights outcome(s) or human rights changes embedded in an expected outcome that also describes other changes. Please be explicit and link these results to relevant international, regional or national human rights standards that apply to these results. Relevant resources regarding these standards are available on GAC’s Advancing Human Rights page.

Environmental sustainability

GAC expects implementers to do the following:

• Describe environmental factors that might have affected the initiative (e.g. natural disasters, climate change, natural resource depletion).
• Present the challenges encountered in implementing the project’s environmental measures, any lessons learned and best practices for the future.
• Identify emerging opportunities/entry points for further integrating environmental sustainability, climate and biodiversity considerations/actions within the scope of this project (e.g. training, changes of approach) and highlight resource implications, if any.
• Report on the implementation of environmental commitments, measures and follow-up actions agreed upon in project documents (e.g. proposal, environmental action plan, environmental assessment, contract/agreement, etc.), as well as any additional environment-related measures implemented.
• Present the results achieved or environmental outcomes of the project to date.

Innovation

GAC is committed to innovation and collects information on innovation in projects that the department supports. For GAC, innovation in international assistance is a process, mindset and means to enable new or improved locally driven solutions for better results (outcomes) and greater impact. Innovative solutions can include business models, policy practices, approaches, partnerships, technologies, behavioural insights and ways of delivering products and services.

Note that reporting potential and unsuccessful innovative solutions is as useful as reporting successful projects as these can provide opportunities for learning. For an innovative solution to be successful, it must meet 3 conditions:

1. It is implemented.
2. It contributes to or achieves better results or greater impact (generating more value by solving the problem).
3. It is new or improved when compared to existing solutions used in the implementing context.

These elements should be addressed in implementer reports.

Reporting should also indicate the stage(s) of the innovative solution:

• ideation
• research and development
• proof of concept
• transition to scale
• scaling
• sustainable scale

Additional guidance for reporting on innovation in international assistance can be found in Tip sheet 5.1 - Reporting on innovation in international assistance.

2. Preparing the results reports: key steps

Results reports have links to other key documents that GAC generally requires implementers to prepare for each international assistance project:

• The project’s proposal (includes theory of change, LM, partial PMF, and outputs and activities matrix)
• The PIP prepared following the project’s approval and signature, which includes an updated theory of change, LM and PMF, as well as the outputs and activities matrix
• The project’s baseline report, which includes the baseline data (validated with relevant stakeholders) for each indicator in the PMF or equivalent
• The annual work plans, including the updated Outputs and activities matrix (OAM), as well as any updates on the project’s LM and PMF

To set yourself up for easier reporting, it is helpful to consider the key aspects required for reporting (i.e. results and thematic aspects) in line with what is defined and developed in the design stage. This is when implementing organizations and their stakeholders test the underlying assumptions of the project’s design and develop the project’s RBM tools (theory of change, LM and performance management framework, including all indicators and the reporting schedule for each indicator).

2.1 Project operations report

Implementers should refer to their contribution agreement (Appendix D) or their grant agreement for the precise frequency of reporting requirements relevant to their project.

To prepare their Project operations report, implementers should use actual data from the Outputs and activities worksheet (Annex 1) which is an updated version of the Outputs and activities matrix [OAM], with extra columns). The report provides an operational update on the implementation of the annual work plan. It should provide an update on activities and outputs and, where appropriate, on progress made on or toward the expected immediate outcomes. The Project operations report is a monitoring and management tool to help both implementers and GAC staff review how the project is progressing, determine whether activities are leading to outputs as planned and, where necessary, make changes to activities during the next reporting period.

2.2 Annual project results report

The Annual project results report provides an assessment of progress made on or toward the project’s expected outcomes and an assessment of whether adjustments are required. It is written using actual data from the updated PMF with added columns (previously the Outcomes reporting worksheet). The information provided is also used by GAC to update its Project Browser.

2.3 Final project results and operations report

Implementers produce the Final results and operations report at the end of a project. This report provides a stand-alone record of the project and its contribution to Canada’s international assistance efforts, including:

• International development – sustained improvement in the lives of people in developing countries
• Humanitarian assistance – reduction in suffering and lives saved during humanitarian crises
• Peace and security – reduction of threats to the populations of countries where GAC programs operate and to Canadians

This report is GAC’s principal source of information on completed projects. It allows readers to quickly understand what the project was about, its value and its expected and actual outcomes. It also describes how those outcomes were achieved and how immediate and intermediate outcomes have contributed to project’s ultimate outcomes or could contribute to ultimate outcomes in the future.

2.4 Checklist for preparing operations reports and results reports

Based on this guidance for results-based reports and on the Results-Based Management Checklist 5.1 -Reviewing Results Reports from Global Affairs Canada Implementers, the following checklist is intended to guide your preparation efforts and summarize key elements that you are expected to include in your project’s operations and results reports:

For consideration:

• RBM tools in general (Annual results report and final report):
  
  • Have you included the latest version of the approved LM and PMF?
  • Have you organized the results section by outcomes (rather than activities or components)? (Annual results report and final report)
• Indicator data (all reports)
  • Have you provided actual data for the reporting period on each indicator for each output (operations reports) and outcome (results reports) based on what you set out in the project’s approved PMF?
  • Have you disaggregated the actual data (e.g. by sex/gender, rural/urban or country in the case of a multi-country project) and provided an explanation if this is not possible?
  • If you have committed to collecting data supporting GAC KPIs, have you clearly identified data related to these indicators?
  • Does your data include proportionality (e.g. 10% of 100 women vs. just 10%).
• Evidence-based narrative assessment of performance / progress made on outputs and outcomes
  • All reports:
    • Is your analysis based on the actual data (quantitative and qualitative) collected on indicators defined in the project’s PMF (if the schedule requires data for the reporting period)?
    • Have you incorporated comparisons to baseline or targets set out in the PMF to describe evidence of progress, as well as provided explanations of any variance between actual data and targets or expected outcomes?
    • Have you clearly described relevant indicator results data for the reporting period as progress “on” or “toward” the achievement of expected outcomes?
    • Have you described relevant changes in the context during the reporting period, including factors (positive or negative, identified as a risk or unexpected) that influenced performance and hampered change or operations (e.g. changes in political context, legislation, country priorities, climate-related event, etc.)?
  • Annual and final results reports:
    • Have you identified unexpected outcomes in the reporting period? If your answer is yes, have you provided a description of these outcomes?
• High-level priorities
  • All reports:
    • If the changes in context or unexpected outcomes require a change in scope (geographic scope, beneficiaries, planned activities, etc.) and adjustments to the theory of change, LM and/or PMF, have you included a rationale for any proposed adjustments?
  • Annual and final results reports:
    • Have you included results related to Gender equality and the empowerment of women and girls, human rights and environmental sustainability?
    • Have you incorporated a description of how the project’s outcomes are experienced differently by different groups (women and men, girls and boys, and other relevant social categories)?
    • If applicable, have you included a comprehensive description of an approach that is considered an innovation, integrating the requirements from section 1.2.3 of this guide?
  • Challenges and lessons learned (all reports)
    • Have you described key challenges and lessons learned for specific outputs or outcomes and any corrective actions undertaken during the reporting period or proposed for the coming period to respond to these challenges and lessons learned?

3. Annotated report outlines

This section includes annotated outlines for each of the reports covered by this guide (Project Operations Report, Annual Project Results Report and Final Project Results and Operations Report). These proposed outlines are provided for reference and convenience. The guiding questions within the outline are intended as reminders to help you capture the important elements of the project’s operations and results.

For sections that are not applicable to the reporting period, simply provide a rationale. If you have questions, you may discuss them with your GAC project officer or PTL.

3.1 Annotated outline: Project operations report

Cover Page

• On the cover page:
  • Project title / Report title
  • Project number
  • Country / Region
  • Name of implementer
  • Reporting period
  • Date of report
• Inside the cover page, include the following:
  • Implementer’s name and contact Information
  • Total project budget
  • Project start and end date

Section 1 – Changes to context

• Summarize any changes in the country or regional context during the reporting period that affected the project. These are changes that are external and not caused by the project but that may impact its implementation or outcomes.

Guiding question:

1. Were there changes in the context (e.g., Gender equality, human rights, environment, political instability, economic shifts, or natural disasters) that affected the assumptions in the project Theory of Change, Logic Model, or PMF

Example: “A new government policy requiring special permits for community gatherings delayed the planned health education sessions in rural areas, impacting the project timeline”.

Section 2 – Progress on outputs and activities

• Summarize and analyze data from the Outputs and activities reporting worksheet (Annex1).
• Focus on how completed activities contributed to outputs and their relevance to immediate outcomes.
• Structure the summary by output, with the associated activities.

Section 3 – Operations

1. Changes to project governance

Summarize:

• key developments and adjustments related to project governance and management, including significant changes to governance structures or processes
• management issues affecting implementation and performance
• adjustments to management practices, either implemented or proposed
• significant decisions from stakeholder meetings or steering committees.

Guiding questions:

1. What governance changes or adjustments have been made?
2. How have these changes impacted project planning, implementation, or performance?

2. Changes to risk and analysis

• Summarize updates on risks and risk management, including any newly identified risks or shifts in existing risks.

Guiding questions:

1. Have new risks emerged? If so, what mitigation measures have been taken or planned?
2. How has the project adapted to changes in identified risks, whether increasing or decreasing trends?

Appendices to include in the project operations report:

• Outputs and activities reporting worksheet (see Annex 1)
• Any other relevant appendices to support the report

3.2 Annotated outline: Annual project results report

Cover Page

• On the cover page:
  • Project title / Report title
  • Project number
  • Country / Region
  • Name of implementer
  • Reporting period
  • Date of report
• Inside the cover page, include the following:
  • Implementer’s name and contact Information
  • Total project budget
  • Project start and end date

Section 1 – Project highlights summary: Brief overview of achievements and challenges over the course of the reporting period)

• Provide a concise snapshot of the project’s overall progress, including key achievements, significant changes, and challenges encountered during the reporting period.
• Keep the summary clear and to the point, highlighting the most critical aspects for quick reference.

Guiding questions: 

1. What are the most significant achievements to date (at any outcome level)?
2. What are the key results on gender equality, human rights, and environmental commitments (see Section 1.2.3)?
3. Were there any major challenges or setbacks during the reporting period? If so, how were they addressed?
4. Are there any emerging trends or lessons learned that could inform future implementation?
5. Did the project have any unexpected results? For example, did the project contribute to broader international assistance objectives beyond what was envisioned? Were there any differences between what was expected to be achieved and what was actually achieved? If yes, what caused them? Are there any actions planned in response?

Section 2 – Progress toward the ultimate outcome

Report on cumulative progress from project inception up to and including the current reporting period.

• Analyze the data in the report’s updated PMF with added columns (previously the Outcomes reporting worksheet) (see Annex 2).
• Provide:
  • A cumulative analysis of progress to date.
  • Evidence of intermediate outcomes contributing to the ultimate outcome.
• When presenting results data, ensure that the proportionality of data is clear (e.g., “15% of 100 women” vs. just “15%”), and disaggregate data as per the indicator in the project PMF to capture differential results (e.g., by gender, age, geography or other relevant factors).

Guiding questions:

1. Who experienced the change? And what was the specific change that occurred during this reporting period?
2. What does the data indicate about the progress toward the ultimate outcome?
3. What evidence (actual qualitative and quantitative data/information) supports this?
4. When and where did the changes take place?
5. What factors facilitated or hindered progress?
6. Were there any variations (differences between what was expected to be achieved and what was actually achieved), or any unexpected outcomes? If yes, what caused them, and what actions were or will be taken in response?
7. Did the project contribute to broader international assistance objectives beyond what was envisioned?
8. How does the actual data compare to the baseline and target values?

Section 3 – Progress on or toward the intermediate outcomes

Report on cumulative progress from project inception up to and including the current reporting period.

• Analyze the data in the updated PMF with added columns (previously the Outcomes reporting worksheet) (see Annex 2).
• Provide:
  • A cumulative analysis of progress to date.
  • Evidence of immediate outcomes contributing to intermediate outcomes, where needed.
• Ensure that the proportionality of data is clear (e.g., “15% of 100 women” vs. just “15%”) and disaggregate data as per the indicator in the performance measurement framework to capture differential results (e.g., by gender, age, geography or other relevant factors).

Guiding questions:

1. Who experienced the change? And what was the specific change that occurred (i.e., the expected intermediate outcomes) during this reporting period?
2. What does the data indicate about the progress toward the intermediate outcome?
3. What evidence (actual qualitative and quantitative data/information) supports this?
4. When and where did the changes take place?
5. What factors facilitated or hindered progress?
6. Were there any variations (differences between what was expected to be achieved and what was actually achieved), or any unexpected outcomes? If yes, what caused them, and what actions were or will be taken in response?
7. Did the project contribute to broader international assistance objectives beyond what was envisioned?
8. How does the actual data compare to the baseline and target values?

Section 4 – Progress on or toward the immediate outcomes

Report on cumulative progress from project inception up to and including the current reporting period:

• Analyze the data in the updated PMF with added columns (previously the Outcomes reporting worksheet) (Annex 2).
• Provide:
  • A cumulative analysis of progress to date.
  • Incremental progress during the current reporting period.
  • Evidence of outputs contributing to immediate outcomes, where needed, using evidence from the Outputs and activities reporting worksheet (Annex 1).

Guiding questions:

1. Who experienced the change? And what was the specific change that occurred (i.e., the expected immediate outcomes) during this reporting period?
2. What does the data indicate about the progress toward the immediate outcome?
3. What evidence (actual qualitative and quantitative data/information) supports this?
4. When and where did the changes take place?
5. What factors facilitated or hindered progress?
6. Were there any variations (differences between what was expected to be achieved and what was actually achieved), or any unexpected outcomes? If yes, what caused them, and what actions were or will be taken in response?
7. Did the project contribute to broader international assistance objectives beyond what was envisioned?
8. How does the actual data compare to the baseline and target values?

Section 5 – If required: Changes to theory of change, the LM and PMF

If any changes were made to the theory of change, Logicl model (LM), or Performance measurement framework (PMF) during the reporting period:

• provide a summary and include updated versions of these tools as appendices.
• highlight how these changes reflect an improved understanding of the issues or respond to changing circumstances.

Guiding questions:

1. What changes were made to the Theory of change, LM, or PMF?
2. Why were these changes necessary?
3. How do these changes improve the project’s ability to achieve its outcomes?
4. How were these changes informed by evidence or lessons learned?
5. How were stakeholders engaged in the decision-making process for these changes?

Section 6 – Stories of change

Stories of change provide tangible examples of how the project contributes to desired outcomes. They help illustrate the project’s impact on diverse stakeholders, demonstrating change through real-life experiences.

• Provide at least one (but not more than three) concise story that highlights a meaningful result associated with an immediate or intermediate outcome.
• Link the story to relevant project indicators or outcomes in the PMF to ensure alignment with the overall project framework.
• The story can also capture unexpected changes not mentioned in the PMF or overall project framework.

Guiding questions:

1. What changed?
   1. Who experienced the change (e.g., individuals, groups, or communities)?
   2. What change occurred (e.g., in capacity, behavior, or systems)?
   3. How does the story connect to specific project outcomes?
2. What was the context?
   1. What was the baseline situation before the project began? (including in terms of gender equality, human rights, environmental sustainability).
   2. What activities or outputs contributed to the change?
3. What evidence supports the story?
   1. Are there testimonies, quotes, or other information to substantiate the change?
   2. How do these demonstrate the project's contribution to the result?
4. What are the broader implications?
   1. How does this story illustrate progress toward the project’s goals?
   2. What lessons or insights were gained?

Appendices to include in the annual project results report

• Updated PMF with added columns (previously, the Outcome reporting worksheet):
  • An edited version of the PMF with columns added for actual and cumulative data, baseline, target and short analysis (see Annex 2)
• Communications:
  • Suggested information includes updates on any of the relevant following communications tools and activities, if applicable/used, and in line with the project’s communication strategy presented in the PIP or equivalent:
    • Testimonials or other supporting documents may be included if they were produced during the reporting period
    • Records of any public communications recognizing Global Affairs Canada’s contribution to the project
  • Communication products and events produced by the project: please provide relevant information, such as publication title, date, etc., using a format such as the one below.

• List of partners
  • Include this only if changes have been made in the reporting period, i.e. if a new partner is involved in the project and was not originally included in the PIP.
  • In your list of partners, please identify the name of the partner(s) that are involved in the implementation of the project. Organize them according to sector and geographic area, if relevant.
  • Partners can include intermediaries (also called “mandate holders” or “duty bearers” (e.g. Canadian or international civil society organization, women’s groups, training institutions or a relevant decentralized government entity) that are responsible for providing services to the project’s ultimate beneficiaries.
• Special appendices
  • These are any additional appendices indicated in the contribution agreement. These can include, for example:
    • the Project Operations Report for the second half of the reporting year
    • a list of subcontractors
    • any other appendices per agreement with your GAC project officer or PTL.

3.3 Annotated outline: Final project results and operations report

Cover Page

• On the cover page:
  • Project title / Report title
  • Project number
  • Country / Region
  • Name of implementer
  • Reporting period
  • Date of report
• Inside the cover page, include the following:
  • Implementer’s name and contact Information
  • Total project budget
  • Project start and end date

Section 1 – Changes to context

• Summarize any changes in the country or regional context during the reporting period that affected the project. These are changes that are external and not caused by the project but that may impact its implementation or outcomes.

Guiding question:

1. Were there changes in the context (e.g., Gender equality, human rights, environment, political instability, economic shifts, or natural disasters) that affected the assumptions in the project Theory of Change, Logic Model, or PMF?
   Example: “A new government policy requiring special permits for community gatherings delayed the planned health education sessions in rural areas, impacting the project timeline”.

Section 2 – Project highlights summary

Brief overview of achievements and challenges

• Provide a concise snapshot of the project’s overall progress, including key achievements, significant changes, and challenges encountered during the reporting period.
• Keep the summary clear and to the point, highlighting the most critical aspects for quick reference.

Guiding questions: 

1. What are the most significant achievements to date (at any outcome level)?
2. What are the key results on gender equality, human rights, and environmental commitments (see Section 1.2.3)?
3. Were there any major challenges or setbacks during the reporting period? If so, how were they addressed?
4. Are there any emerging trends or lessons learned that can be shared with future projects planning to achieve similar results?

Section 3 – Outcomes achieved

1. Evidence-based narrative of progress on each expected outcome (with assessment of progress towards the expected ultimate outcome)
   Report on cumulative progress from project inception up to and including the current reporting period

For each expected outcome (ultimate, intermediate and immediate):

• provide a clear description of the changes observed using data from the updated PMF with added columns (previously the Outcomes reporting worksheet) (Annex 2) to substantiate the analysis.
• Compare and assess what was expected to be achieved versus what was actually achieved by the end of the project.
• Explain any variances and corrective actions.
• Include any relevant information in the narrative stories of change.

Guiding questions:

1. Who experienced the change? And what was the specific change that occurred (i.e., the expected ultimate outcome)?
2. What does the data indicate about the progress toward the ultimate and intermediate outcomes?
3. What evidence (actual qualitative and quantitative data/information) supports this?
4. When and where did the changes take place?
5. Were there any variations or unexpected outcomes? If yes, what caused them, and what corrective actions were or will be taken?
6. How does the data compare to the baseline and target values?

2. (If required) - Changes to the ToC, LM and PMF

If any changes were made to the Theory of change (ToC), Logic model (LM), or Performance measurement framework (PMF) during the reporting period:

• provide a summary and include updated versions of these tools as appendices.
• highlight how these changes reflect an improved understanding of the issues or respond to changing circumstances.

Guiding questions:

1. What changes were made to the Theory of Change, Logic Model, or PMF?
2. Why were these changes necessary?
3. How do these changes improve the project’s ability to achieve its outcomes?
4. How were these changes informed by evidence or lessons learned?
5. How were stakeholders engaged in the decision-making process for these changes?

Section 4 – Outputs

• Analyze the data in the Outputs and activities reporting worksheet (Annex 1).
• Provide a cumulative assessment of all the indicators measuring each output.

Guiding question:

1. What does the data reveal about the achieved outputs? How does it compare to baseline and target values?

Section 5 – Project governance

Summarize:

• key developments and adjustments related to project governance and management, including significant changes to governance structures or processes.
• management issues affecting implementation and performance
• adjustments to management practices, either implemented or proposed
• significant decisions from stakeholder meetings or steering committees.

Guiding questions:

1. What governance changes or adjustments have been made?
2. How have these changes impacted project planning, implementation, or performance?

Section 6 – Changes to risk and analysis 

• Summarize updates on risks and risk management, including any newly identified risks or shifts in existing risks.

Guiding questions:

1. Have new risks emerged? If so, what mitigation measures have been taken or planned?
2. How has the project adapted to changes in identified risks, whether increasing or decreasing trends?

Section 7 – Stories of change (same guidance as for Annual results report)

Stories of change provide tangible examples of how the project contributes to desired outcomes. They help illustrate the project’s impact on diverse stakeholders, demonstrating change through real-life experiences.

• Provide at least one (but not more than three) concise story that highlights a meaningful result associated with an immediate or intermediate outcome.
• Link the story to relevant project indicators or outcomes in the PMF to ensure alignment with the overall project framework.
• The story can also capture unexpected changes not mentioned in the PMF or overall project framework.

Guiding questions:

1. What changed?
   1. Who experienced the change (e.g., individuals, groups, or communities)?
   2. What change occurred (e.g., in capacity, behavior, or systems)?
   3. How does the story connect to specific project outcomes?
2. What was the context?
   1. What was the baseline situation before the project began? (including in terms of gender equality, human rights, environmental sustainability).
   2. What activities or outputs contributed to the change?
3. What evidence supports the story?
   1. Are there testimonies, quotes, or other information to substantiate the change?
   2. How do these demonstrate the project's contribution to the result?
4. What are the broader implications?
   1. How does this story illustrate progress toward the project’s goals?
   2. What lessons or insights were gained?

Appendices to include in the Final results and operations report

• Updated PMF with added columns (previously, the Outcomes reporting worksheet)
  • An edited version of the PMF with columns added for actual and cumulative data, baseline, target and short analysis.
• Outputs and activities reporting worksheet
  • Based on the modified OAM, with columns added to report on output indicators, as well as completion status of activities.
• Communications
  • Suggested information includes updates on any of the relevant following communications tools and activities, if applicable/used, and in line with the project’s communication strategy presented in the PIP or equivalent:
    • Testimonials or other supporting documents may be included if they were produced during the reporting period.
    • Records of any public communications recognizing Global Affairs Canada’s contribution to the project.
    • Communication products and events produced by the project.
  • Please provide a summary of relevant information, such as publication title, date, etc., using a format such as the one below.

• List of partners
  • Include this only if changes have been made in the reporting period, i.e. if a new partner is involved in the project and was not originally included in the PIP.
  • In your list of partners, please identify the name of the partner(s) that are involved in the implementation of the project. Organize them according to sector and geographic area, if relevant.
  • Partners can include intermediaries (also called “mandate holders” or “duty bearers” (e.g. Canadian or international civil society organization, women’s groups, training institutions or a relevant decentralized government entity) that are responsible for providing services to the project’s ultimate beneficiaries.
• Special appendices
  • These are any additional appendices indicated in the contribution agreement. These can include, for example:
    • an updated LM and full PMF, if modified
    • an updated/final list of subcontractors
    • any other appendices per agreement with your GAC project officer or PTL

Annexes

Annex 1: Outputs and activities reporting worksheet template

Please contact your GAC project officer or PTL for details.

• Based on the updated Outputs and activities matrix (OAM) in your project’s relevant annual work plan, create a template like the one below.
• The Outputs and activities reporting worksheet is an OAM with additional columns.
• Remove the OAM columns reflecting the timeline and replace them with additional columns with the following categories: "annual target from the AWP", "Actual Data" (reporting period), "Actual Data" (cumulative), "End of Project Target", to mimic the example below.

Annex 2: Template for updated PMF with added columns (previously ‘Outcomes reporting worksheet’)

Please contact your GAC project officer or PTL for details.

The purpose of this tool is to provide a template to organize and to simplify indicator data before a results report is prepared. It should be updated each year of the project.

Note: The Outcome Reporting Worksheet is intended to be an updated version of the latest approved PMF, filled out with actual data.

1. How to use this template or develop your own
   
   • Option 1: Create a template like the one below, save it as a new document, and cut and paste the relevant information from your PMF into your new template.
   • Option 2: Take your current PMF, save it as a new document and edit it to mimic the structure of this document:
     • deleting all non-relevant information, including outputs, and the “Data Sources,” “Data Collection Methods,” “Frequency” and “Responsibility” columns
     • adding new columns to reflect information required to support reporting (“Actual data from previous reporting period,” “Actual data from current reporting period” and “Cumulative Data”)
   • For both options: For any indicators for which actual data/information was not collected during the reporting period (as per the collection frequency identified in your monitoring plan or PMF), you can indicate this with a note stating: “as per PMF, no data collected this year.”
2. Reporting on actual data
   • • For each indicator, provide actual data as per the collection frequency identified in your monitoring plan or framework (PMF or equivalent). Data should be provided in the appropriate format according to the indicator type (quantitative, qualitative).
     • You are only required to provide actual data when it has been collected or is available, in accordance with the data collection frequency identified in your project’s PMF. For example, if this year is not the collection year for a given indicator, you will likely not have actual data for that indicator in the column for the current reporting period.
     • If relevant, you should enter data in the “Actual Data Previous Reporting Period” column from the previous annual report. This will help show the incremental progress being made.
     • Disaggregate by sex, age, and other intersectional identity factors, where appropriate:
       • for quantitative indicators for which baselines and targets have been defined: provide values for actual data obtained during the reporting period.
       • for qualitative indicators where a scale has been defined: provide actual data in reference to the scale.
       • for qualitative indicators without a scale: provide narrative actual data/information.
3. Reporting on cumulative data
   • Even if you do not have new actual data for the current reporting period, you should enter any actual data you may have from previous periods in the column “Actual Data – Cumulative” to show what has changed from the inception of the project until the current reporting period.
4. Analysis of progress/variance
   • Analyze the actual data (and its corresponding baseline and target) and then briefly summarize the progress made for the cumulative or current period using the final column “Analysis of Progress/Variance” explaining any variance there may be between your intended target and actual data.
   • When writing the Annual Project Results Report and the Final Project Results and Operations Report, you will conduct an assessment of data collected on the complete set of indicators for each expected outcome to provide an overall narrative of progress on or toward the outcomes.
   • The information on variance between expectations and achievements can also be used to explain why changes may be necessary in work for the next fiscal year when writing the annual work plan

Add sections as required for additional outcomes and indicators and specify worksheet date