"This nuts-and-bolts introduction to program evaluation is also applicable to evaluation of policies and evaluation of organizational performance. It is rich with over 40 examples from public policy, public health, non-profit management, social work, arts management, education, international assista
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nce, and labor, which illustrate the books step-by-step introduction to the process and methods of program evaluation." (Publisher description)
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"Ex post evaluations and other post-project studies undertaken by multilateral and bilateral development agencies, as well as other international actors, vary widely in their scope and approach. This guidance note explains how ex post evaluations at the Adaptation Fund work in terms of approach and
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practical logistics." (Page 2)
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"This Guide updates the learning on Outcome Harvesting + Attitude Change (OH+AC), an adapted version of Outcome Harvesting that adds the consideration of attitudes while upholding Outcome Harvesting’s primary concepts and core principles. Whereas Outcome Harvesting centers behavior change among so
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cial change actors, attitudes can be a valuable addition to Outcome Harvesting wherever inner transformation is essential for achieving the outward behavior change that drives social change program results, or wherever attitudes are particularly central to the worldview of program stakeholders. There has been significant experience and feedback since the trial version OH+AC toolkit, originally published by Tearfund, was launched in 2020. It is time to share what we have learned. One key learning is that most colleagues find it easier to learn OH+AC if they already have a solid grasp of Outcome Harvesting. So, unlike the trial version toolkit, this update is designed for evaluation facilitators with some Outcome Harvesting experience. We assume some evaluation basics, and we keep the reminders of Outcome Harvesting basics to a minimum. However, we do not assume that you are an Outcome Harvesting expert or that English is your first language. We aim to explain the addition of attitude considerations to Outcome Harvesting in a way that is complete and clear." (Introduction, page 7)
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"Sections of the book engage in critical reflection on what peacebuilding effectiveness is and who gets to decide, provide practical examples and case studies of the successes and failures of assessing peacebuilding work, and support innovative strategies and tools to move the field forward. Chapter
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s reflect a variety of perspectives on peacebuilding effectiveness and methods—quantitative, qualitative, and participatory—to evaluate peacebuilding efforts, with particular attention to approaches that center those local to the peacebuilding process. Practitioners and policymakers alike will find useful arguments and approaches for evaluating peacebuilding activities and making the case for funding such efforts." (Publisher description)
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"The impact framework is a set of tools and guidelines that helps to define targets for, track, and assess the impact of activities under the supported media projects in a clear and organised way; it can also be used for other media projects. Its methodology embraces a user-centric approach, links p
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roject activities to key performance indicators (KPIs) and outcomes, and helps to identify and collect data from the beginning to the end of the projects. The impact framework also allows the programme’s media outlet teams to assess risks, track projects’ progress towards established targets and, if necessary, correct their course in a timely fashion." (Page 3)
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"How should we measure the impact of investigative journalism? Media scholars and practitioners have turned their attention towards understanding the causal effect of media reports on a range of social, political and economic outcomes. Their interest has been spurred by the increased availability of
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data, by the emergence of new tools for rigorously assessing causal effects and by pressure from donors interested in understanding the returns on their investments in media and journalism programmes. Drawing on literature from multiple disciplines, we propose a multi-faceted metric which future researchers, journalists and news agencies will be able to use when analysing media impact." (Abstract)
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"This book is written to provide detailed, rigorous guidance on how to conduct impact evaluations of government and nongovernment programs and projects. It covers all the leading quantitative impact evaluation methods, explaining the assumptions required for them to provide unbiased estimates and th
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e data required to implement them. It also provides many examples of how these methods have been applied in developing economies. The book’s contents are based on lectures given by the authors, and their collaborators, as part of a two-week intensive course conducted in China, Peru, South Africa, and Uganda between 2012 and 2017. The courses in China, South Africa, and Uganda were administered and supported by the Centers for Learning on Evaluation and Results (CLEAR) Initiative, a multidonor partnership program for evaluation capacity development with its secretariat at the World Bank and centers located in universities in different parts of the world; in 2020, the program and centers became part of the Global Evaluation Initiative. The presentation of the material in this book is at a high technical level. It assumes that the reader is very comfortable with algebra and has an intermediate knowledge of statistical theory. It is essentially a graduate-level textbook for use in economics, public policy, or related academic programs, although it may also be useful for a course designed for advanced undergraduate students." (Preface)
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"This tool is on how to categorize and analyse outcomes already harvested with informal workers in an online workshop using Tool 7, and how to use this analysis to discuss achievements, challenges, and strategy with the same participants. Tool 7 took you through how to support participants in a work
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shop to harvest outcomes: WIEGO outcomes – that is changes made by informal workers, Nets or MBOs1 that WIEGO has influenced directly, for example through a training or other intervention; and outcomes that those workers, Nets or MBOs in turn have influenced through their own actions. In this Tool 8, the WIEGO facilitation team first categorizes and analyses outcomes that were harvested in the Tool 7 workshop; and then in a second online workshop, you facilitate participants interpreting findings and identifying implications for improving their strategies, and potentially for WIEGO to improve your original training workshop. The online workshops described in these two tools (7 and 8) aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications. Note: there are separate tools in the WIEGO MLE Toolkit (5 and 6), for doing this in a face-to-face workshop." (The Focus of this Tool)
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"This tool is on how to categorize, analyse and interpret outcomes already harvested using Tool 5, in a workshop setting. Tool 5 takes you through how to support participants in a workshop to harvest: WIEGO outcomes – that is changes made by informal workers, Nets or MBOs1 that WIEGO has influence
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d directly, for example through a training or other intervention; and outcomes that those workers, Nets or MBOs in turn have influenced through their own actions; or outcomes that WIEGO has influenced directly – assuming this is an internal WIEGO workshop rather than a workshop with informal workers. Tool 6 demonstrates how you collectively categorize, analyse, and interpret the outcomes identified during the workshop 5. This tool comes in this face-to-face version and in an online version (Tool 8). The workshops described in these two tools aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"A great way to find out if WIEGO’s interventions – trainings or other kinds of supports to Nets and MBOs – have worked well, or if people have used our tools and materials, is to engage them in a follow-up evaluation workshop. This Tool 5 takes you through the process of supporting participan
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ts to describe changes they or their organizations have influenced since WIEGO’s interventions, or since they got WIEGO’s toolkits or materials. You can also use it within WIEGO to harvest outcomes that members of the WIEGO team, individually or collectively have influenced. This tool comes in this face-to-face version and in an online version (Tool 7). Tool 6 takes you through how to collectively analyse those outcomes and consider their strategic implications. The online version is Tool 8. The workshops described in these two tools aims to also strengthen capacity of Net or MBO participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"This tool supports WIEGO programme teams in deliberately seeking to document the influence of our research, that is, outcomes our research has contributed towards. The pathways of influence of research findings are complex and unpredictable. The tool considers what we know about how research influe
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nce works, and by implication, where to put our strategic energies and where to look for outcomes." (The Focus of this Tool)
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"This Tool 7 is an online version of Tool 5 of the WIEGO MLE Toolkit: How to conduct a participatory workshop: harvesting outcomes. That tool discusses the rationale and gives illustrative examples of running a participatory OH workshop, and these are not repeated here. Please read them first. Tool
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8 is the online version of Tool 6 on outcomes analysis and strategic learning. A great way to find out if WIEGO’s interventions – trainings or other kinds of supports to Nets and MBOs – have worked well, or if people have used our tools and materials, is to engage them in a follow-up evaluation workshop. This Tool takes you through the process of supporting participants to describe changes they or their organizations have influenced since WIEGO’s interventions, or since they got WIEGO’s toolkits or materials. The online workshop in Tool 8 should take place one or a few days after this first workshop, giving you time to analyse the harvested outcomes before the workshop. It engages participants to interpret the analysis of the outcomes they harvested. They consider if and how well they are using the materials and having the influence they hope to have, whether on their own institutions or on external actors. The online workshops described in these two tools (7 and 8) aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"To mark 20 years of Outcome Mapping, this paper explores the core principles and concepts that are foundational to using the approach. It also presents a set of guiding practices to support transformative change.
Three principles inherent in Outcome Mapping: 1. Social, policy & systems changes depe
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nd on changes in human behaviour; 2. People contribute to their own wellbeing; 3. Sustained improvements in people’s lives or environments depend on relationships.
Four core concepts necessary for effective use of Outcome Mapping: 1. Outcomes understood as changes in behaviour; 2. Spheres of influence; 3. Contributions to outcomes, not attribution; 4. Setting actor-centred boundaries.
Five guiding practices for using Outcome Mapping to support transformational change: 1. Facilitate inclusive & equity-focused participatory change processes; 2. Be accountable to learning at individual, team and organisational levels; 3. Grow a complex adaptive system view, & embrace uncertainty & experimentation; 4. Commit to iterative, collective sense-making with inductive & data driven reasoning; 5. Lead from context & combine Outcome Mapping with other approaches as needed." (Summary, page 2)
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"This paper presents comparative learning from the evaluation of six international development initiatives that applied various forms of Process Tracing. While these initiatives span across diverse contexts and pursued different aims, they are connected by a common thread: all six case studies centr
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e around efforts to influence others - often decision makers and those in power - around aspects such as practices of consultation and inclusion; public policy; and resource allocation. The paper is organized in the following manner. We first explain Process Tracing and review common definitions. Secondly, we consider the potential value added of an explicitly Bayesian approach to Process Tracing. Next, we discuss the six cases where Process Tracing was applied, noting similarities and differences. Then, we explore key practical learning emerging from the cases and insights from the use of different forms of Process Tracing across different programming contexts. These reflections are organized under four meta-themes of participation, Theory of Change, methodological decisions, and mitigating bias. Finally, we present our key recommendations, ending with practical tips, targeted at practitioners and evaluators interested in applying Process Tracing, especially for initiatives falling under the ‘influencing’ umbrella." (Introduction)
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"This guide is meant to serve as a practical resource for funders who want to understand where to start. Informed by feedback from our network, it represents a synthesis of the past seven years of work we’ve done in the impact space, and includes examples of successful media impact evaluation, too
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ls and frameworks for assessment, and the challenges of defining and measuring impact in a rapidly-shifting media landscape. Our years of research have led us to four key insights: 1. There are many different frameworks for measuring media impact for different areas of practice. 2. Funders should be mindful of power dynamics, and thoughtful in determining appropriate impact strategies with their grantees. 3. Digital analytics tools provide a wealth of useful data, but grantees require financial and logistical support in implementing them. 4. There are opportunities for funders to collaborate with each other to share best practices and increase collective impact." (Executive summary)
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