How we deliver results

At International IDEA, we are committed to transforming the democratic landscape globally. In the last 27 years, we have inspired and supported extraordinary changes in behaviours, relationships and practices by the institutions and actors that we interact with.

The results of our work are assessed using International IDEA’s system for learning-based management (LBM), which is tailored for democracy assistance and builds on a combination of theory of change and outcome mapping methodologies. 

The information below, explains how we implement this system of evaluation of results.

Levels of results management

International IDEA’s results framework identifies three levels of results management: 1) Sphere of Control, 2) Sphere of Direct Influence and 3) Sphere of Indirect Influence.

Sphere of Control

How do we measure the aspects we can control?

  • We track the products and services we deliver in accordance with our eight output categories. 

Tool for measuring progress: 

  • 15 institutional key performance indicators.
Sphere of Direct Influence

How do we assess the aspects we can influence directly? 

We evaluate:

  • Intermediate outcomes: Changes in the knowledge among International DEA’s boundary partners. 
  • Mid- and long-term outcomes: Changes in behaviours, relationships and practices by International IDEA’s boundary partners.

Tools for assessing progress:

  • Tests and progress markers
Sphere of Indirect Influence

How do we evaluate the aspects we influence indirectly? 

We monitor general societal trends, in particular those related to democratic development. 

Tool for evaluating progress: 

  • The Global State of Democracy Indices

Framework details


The first level of results management relates to performance, and it refers to the products and services (or outputs) that International IDEA deliver. These eight output categories have 15 performance indicators.


This category includes handbooks, reports, briefs and case studies published by International IDEA or jointly with partners.


This category contains collections of data published via one of International IDEA’s websites or jointly with partners.

Digital tools and platforms
Digital tools and platforms

This category incorporate interactive, online software made available on one of International IDEA’s websites.

Communication products
Communication products

This category includes diverse types of content like articles, speeches, photographs, blog posts, audiovisuals, podcasts and social media posts.


This category covers dialogues, network meetings, workshops and conferences which International IDEA convenes for facilitating consultations and knowledge sharing between stakeholders.

Advisory services
Advisory services

This category captures on-demand, short-term consultations or technical assistance within International IDEA’s five workstreams: climate change and democracy; constitution-building processes; digitalization and democracy; electoral processes; and political participation and representation.


This category includes teaching in skills, knowledge, tools, equipment and other resources that relate to competencies within International IDEA’s impact areas, for a minimum of one and a maximum of three days.

Capacity development
Capacity development

This is a long-term process to assist individuals and organizations in obtaining, improving and retaining the skills, knowledge, tools, and resources needed to do their jobs to a greater capacity.


Progress markers 
To contextualize and specify intended results, every project need to unpack the outcome statements in a set of so-called progress markers. Progress markers are similar to indicators but more qualitative in character. They are short descriptions of a desired behaviour, relationship or practice by a boundary partner and identify practices, patterns of behaviour and interrelationships that will evolve over the course of a project.

Progress markers have two purposes. First, they help define the goals of a project. Second, they enable a systematic follow-up of the goals. In this way, they enable systematic learning about what works well and what works less well. Hence, they constitute a cornerstone of the learning-based management (LBM) system.

Progress markers can be divided into three types:

  1. Patterns of behaviour, relationships and practices that one would expect to see evolve during a project—that is, results that can be expected from a project.
  2. Patterns of behaviour, relationships and practices that one would like to see evolve during a project—that is, results that are likely to occur from a project, if it is successful.
  3. Patterns of behaviour, relationships and practices that one would love to see evolve during a project—that is, results that may emerge from a project if it is very successful.

Contact us

Joakim Molander - Head of Budget and Programme Performance
Contact us
Close tooltip