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Evaluation & Planning: Frameworks from International Development Carolina Ödman-Govender

Evaluation & Planning: Frameworks from International Development Carolina Ödman-Govender AIMS – NEI IAU OAD Stakeholders’ workshop 14 December 2011. Background. Pressure on International Development Agencies ( IDAs ) to measure impact is stronger than Science Funding Agencies

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Evaluation & Planning: Frameworks from International Development Carolina Ödman-Govender

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  1. Evaluation & Planning: Frameworks from International Development Carolina Ödman-Govender AIMS – NEI IAU OAD Stakeholders’ workshop 14 December 2011

  2. Background • Pressure on International Development Agencies (IDAs) to measure impact is stronger than Science Funding Agencies • Tools to measure impacts and programme evaluations have been developed for many years • When seeking funding from IDAs, it is necessary to “learn their language”

  3. Bottom line • Evaluation starts before project planning • The tools presented here help to • Turn a good idea into realistic goals • Know where it starts from • Take into account assumptions made along the way • Know what to “claim credit for” in terms of results • Structure a project and prioritise • Provide evidence-based proposals and results (go beyond numbers) • If done this way, meaningful evaluation natural outcome of a programme

  4. EEE • Economy: • Is the proposed idea the most economic way to reach the targeted outcomes? • Efficiency: • Is this the most efficient way of going about it? • Efficacy: • Impact, impact, impact.

  5. Quantity & Quality • Quantity: Numbers are a very important element of results but • Which has the greatest impact?One big event attended by many in a city vs several smaller ones attended by fewer but in a rural area? • How do you count?Does a volunteer who spends half a year on a low visibility project count the same as one who has only translated one press release that for some reason made it to all national newspapers? • Quality: This is where it becomes difficult

  6. Tool 1: Theory of Change (ToC) • Strategic planning tool • Popularized in 1990s for complex initiatives • Broad strategies and goals • Susceptibility to unexpected inputs and events • Likelihood to change course in midstream • Not suitable for traditional evaluation methods • Outcomes-based • Causal model • Articulate underlying assumptions

  7. Theory of Change - What • Bring together stakeholders • Work backwards from long-term impact • Identify prerequisites that need achieving  milestones • Probe assumptions that underpin beliefs • Clarify the how and the why of anticipated impacts • Helps understand the relationship between the problem being addressed and the strategies being adopted.

  8. Theory of Change - How • Group thinking/Workshop to discuss • Overarching goal: • Definitions • Assumptions • Areas and paths of change: • Pre-requisites • External factors • Indicators • Actions needed to create the change

  9. Theory of change - Illustration • Areas that need to change • Areas where the project can do something • Areas that remain external • Risks? If so, mitigation or prevention? • What can we claim credit for? • Areas of biggest impact bearing in mind our resources • Etc.

  10. Theory of Change - Process Source: Grantcraft

  11. Theory of Change - Result • Establish common principles and vocabulary • A clear picture of organizational purpose • Make implicit assumptions explicit • Identify resources and check them for adequacy • A stronger sense of organizational needs • Design realistic plans of action • A greater capacity for analysis • Clarify lines of responsibility and areas of risk • Create meaningful and measurable indicators • Maintain healthy skepticism • Focus on the social change

  12. Tool 2: Logical Frameworks • 30 year history • Clear identification of goals (outcomes) • Depicts programme components to match activities to outcomes Source: Clarke & Anderson 2004

  13. Logical Framework - Process Source: Grantcraft

  14. Theory of ChangevsLogical Frameworks IDAs often require both

  15. Useful References • “Mapping Change: Using a Theory of Change To guide planning and evaluation “, Evaluation Techniques Series: A Series of Brief Guides.www.grantcraft.org • www.theoryofchange.org • International Network on Strategic Philanthropy (www.insp.efc.be) • Grantmakers for Effective Organizations (www.geofunders.org)

  16. Bottom line • Evaluation starts before project planning • The tools presented here help to • Turn a good idea into realistic goals • Know where it starts from • Take into account assumptions made along the way • Know what to “claim credit for” in terms of results • Structure a project and prioritise • Provide evidence-based proposals and results (go beyond numbers) • If done this way, meaningful evaluation natural outcome of a programme

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