"Outcome Mapping was developed 20 years ago by the International Development Research Centre and for many in the development sector it has become a staple in planning, monitoring and evaluation toolkits. Countless organisations across the world have applied and adapted Outcome Mapping for their own
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projects and programmes, tailored to their needs and contexts. Every now and then we hear about these applications and, as a community of practitioners, we get to learn from them and improve our own understanding and practice. AGIAMONDO is one such organisation, and Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping. AGIAMONDO have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering a number of different tools to complement the original OM tools. While AGIAMONDO have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGIAMONDO has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since OM was first developed [...]" (Foreword, page iv)
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"Hemos estructurado el documento en tres grandes partes. La primera es una lectura del Vivir Bien / Buen Vivir desde las prácticas de las experiencias sistematizadas. Es un esfuerzo por conceptualizar la Comunicación para el Vivir Bien / Buen Vivir desde las prácticas vividas. Siguiendo las narra
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tivas, voces, imaginarios y palabras contenidas en las experiencias autosistematizadas, hemos podido proponer una aproximación conceptual centrada en la Comunicación para el Buen-Convivir y Bien-Transformar. La segunda parte recoge el “Manual de Autosistematización”, que está compuesto de cinco módulos: El Módulo I se sumerge en el estudio de lo que es la sistematización, estableciendo sus funciones, características y usos principales. El Módulo II hace un repaso de las características principales de la Comunicación para el Vivir Bien / Buen Vivir. El III trabaja la recuperación de las experiencias en su proceso vivido desde su creación. El Módulo IV propone una reflexión valorativa crítica sobre la experiencia en sus contextos. Finalmente, el Módulo V dedicado a establecer los puntos de llegada, recoge las principales lecciones aprendidas y las proyecciones posibles. La tercera parte “Conociendo las prácticas innovadoras de Comunicación para el Vivir Bien / Buen Vivir”, contiene una presentación descriptiva y resumida de las experiencias autosistematizadas, en apretadas síntesis sobre sus características generales, sus objetivos, sus cronologías o recorrido histórico, sus principales lecciones aprendidas y sus posibles proyecciones." (Página 16-17)
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"The News Organizations Safety Self-Assessment provides a tool for news outlets to review and improve safety practices and protocols that affect the newsroom and journalists out in the field. The Self-Assessment should help news organizations to identify and better understand their own weaknesses an
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d strengths in relation to the security of all the individuals working for them who are exposed to danger, including freelancers. The Self-Assessment should prompt a constructive internal conversation around best practices and encourage practical and effective ways to advance these internally. The suggested Self-Assessment can be used as a template, can be modified and adapted according to the nature of the news organization, or used to inform mechanisms already in place." (Introduction)
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"Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping (OM). AGEH have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering
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a number of different tools to complement the original OM tools. While AGEH have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGEH has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since Outcome Mapping was first developed." (Foreword, page iv)
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"The 3+5 framework consists of three core RBM principles plus five supporting principles. Each principle has an associated set of standards that capture the essential elements of RBM for generating and using results information. The primary focus of the 3+5 framework is to enhance the availability o
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f results information and to manage adaptively through continuous learning. The 3+5 framework helps UNFPA and its partners to assess their status in terms of results-based management and to identify areas for improvement. The RBM standards are assessed on a four-point scale that is intended to provide a rating of the extent to which the RBM standard has been met." (Page 2)
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"The evaluation stories revealed in the project illustrate the value of a positive approach. They emphasize the evidence of what works and/or might work and is worthy of being continued, enlarged or modified. This can be contrasted with evaluations that are focused mainly on the technical problems a
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nd deficiencies present in most interventions. This type of approach has been shown to be highly relevant in getting beyond defensive and suspicious attitudes, and instead promoting a constructive focus on possible solutions. For example, the evaluation of the initiative Strengthening the Abilities of Indigenous Women to Set up and Have a Bearing on the Implementation of Public Policies (Colombia) validated many of the approaches adopted, and indicated the potential that could be developed by having an additional training to the objectives outlined originally in the project. In addition to that, in evaluations with a positive approach, evaluators usually develop a close relationship with the actors of the intervention, understanding them and supporting them. The evaluators' task in these cases is not limited to indicating what to be modified. Many times local actors regard this as evaluators demonstrating ‘commitment’ to the project and its future. Participation of the actors in the collection and use of the evaluation data is a powerful way of including users and beneficiaries. This allows participants to get involved and understand the data better. An evaluation characterised by a collaborative approach leads participants to take responsibility for the evaluation and then for the change and transformation that follows. In this way, active participation in the evaluation process helps to develop better understanding of evaluation and contributes to commitment and use. This is illustrated by the participatory evaluation in Costa Rica, in which regional technical teams were involved and deeply interested in getting to know how the evaluated program worked in their area. In contrast, the higher authorities limited their participation to approving the evaluation. In this way, recommendations at regional and local levels were applied soon after the evaluation finished, whereas general recommendations —dependent upon the higher authorities— have not yet been applied." (Introduction, page 21-22)
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Provides indicators of performance along 9 parameters: 1. Content Generation and Programming; 2. Policies and Guidelines; 3. Volunteers; 4. Technology: Access and Management; 5. On-Air Standards of Broadcasting; 6. Governance; 7. Feedback and Grievances; 8. Content Sharing and Networking; 9. Revenue
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Generation and Financial Accountability. Themes such as participation, inclusion, gender, and capacity-building cut across the 9 parameters.
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"This publication is a diagnostic tool for a "health check" or assessment of the sustainability of community radio stations. The check includes five areas: mission and governance of a community radio station; management and staffing; infrastructure and finances; programming; and community involvemen
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t. Core aspects of these five areas are succinctly described in the first part of "The healthy community radio station". The second part provides checklists of ten factual questions (which require a simple yes/no answer) and two qualitative questions for each of the five sectors, and proposes combining the "checklist scores" and "judgement scores" to get an overall picture of the "health" of a given radio station. Also included are guidelines for focus group discussions. This publication is highly recommended, both because of its convincing concept of five "pillars" of community radio sustainability and its practical approach." (CAMECO Update November 2013)
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"This book has been written largely as a result of the success of the Smart Toolkit for Evaluating Information Projects, Products and Services (2010) and in response to suggestions made by stakeholders to produce a compact primer. For many, the Smart Toolkit represents a major work that, despite its
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simplicity, at first glance appears overwhelming and daunting to use. It is envisaged that this book will provide a short overview of the Smart Toolkit for policy- and decisionmakers and managers (also known as enablers) in agricultural and rural development institutions in Africa, the Caribbean and Pacific countries, as well as act as a quick reference for users." (Foreword, page 5)
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"This document reports on the pilot assessment of 15 community radio stations – or of radios that claim to be community radios – based on the Community Radio Performance Assessment System (CR-PAS) developed by the Community Radio Support Centre (CRSC) / Nepal Forum of Environmental Journalists (
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NEFEJ). The CR-PAS seeks to assess community radio stations in seven performance areas: participation and ownership, governance, programs, resource structure and management, station management, financial management and networking. It uses a set of 60 indicators and is intended to be a practical tool that the stations could eventually adopt for continuous self-assessment. Following a brief overview of radio in Nepal, this report provides an overview of the CR-PAS and the assessment process. Thereafter, it reports on the findings and analysis both of all the radios that were assessed and also of individual stations, leading to conclusions and recommendations." (Executive summary)
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"This guide will take you through the essential steps for designing an evaluation of your community information project. These steps explain what to do and consider at different stages of the evaluation process: 1. Describe your project and identify your target audience. 2. Identify the evaluation
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s purpose and key questions. 3. Design the evaluation using effective methods. 4. Communicate and report the evaluation findings to make decisions and take action. We have included tips, tools and examples from community information projects that are currently being implemented by several grantees of the John S. and James L. Knight Foundation’s Community Information Challenge (KCIC)." (Introduction, page 4)
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"This publication allows community radio stations to assess their performance regarding: community participation and ownership; radio governance structures and procedures; radio programme structure; radio station management; financial management and resource structure; as well as networking. Using a
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detailed scoring system, the manual provides a comprehensive list of indicators that categorises assessed stations into four groups: evolving, progressing, performing and model community radios. It considers the issues that are at the heart of community media: public accountability, community representation, locally relevant programming, diverse funding, and due acknowledgement of staff, including volunteers. The manual is clear and concise providing a sound basis for the task it describes. Tailored to the needs of community radios in Nepal, not every single indicator may apply to stations in other countries. Nevertheless, the scoring methodology can easily be adapted to other contexts." (CAMECO Update 4-2009)
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"This is a practical and well structured manual aiming to use self-evaluation for organisational learning. The book consists of four parts. "The evaluation context" introduces the role of monitoring, evaluation and impact assessment as part of the project cycle logic. "The evaluation process" descri
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bes steps to be taken in designing and implementing an evaluation. The third part, "evaluation tools", gives a practical insight to major evaluation methods like SWOT analysis, questionnaires (and their design), focus groups or case studies. The fourth and main part provides evaluation guidelines for training courses, newsletters, websites, small libraries and resource centres, online communities, rural radios, databases and selective dissemination of information services." (CAMECO Update 1-2011)
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"During the last six years, the Asociación Latinoamericana de Educación Radiofónica (ALER) carried out two main investigations on popular radio in Latin America: on the one hand an external evaluation (in 1996/97) of the strengths and weaknesses of ALER's strategies and lines of action, and on th
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e other hand (in 2000/2001) a diagnosis of the impact of the associate members. The author, one of the two coordinators of the second study, compares the different objectives, methodologies and results of the two experiences. The two studies met their main objectives. The 1996 evaluation led to the implementation or correction of some aspects of the institutional logic, while the 2000 diagnosis led to a broad process of reflection." (Summary)
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The first of a series of three practical guides that cover the most important strategies of fundraisers, incorporating experiences from Asia, Africa, Latin America, Eastern Europe, and the Caribbean. Credibility is an essential component of successful fundraising. This book helps to build on strengt
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hs in the organization and the community. Specific steps to achieve a credible long-range plan and an easy to understand financial plan are described in detail.
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"The tools and tips of this handbook go beyond measuring the impact of programmes, products and services by integrating techniques of formative assessment, in which the assessment team helps the organization become more effective in meeting its goals. The model is flexible and adaptable to any type
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or size of organization. This book will be of use to any organization that is initiating a process of self-assessment, internal change, or strategic planning. It will particularly appeal to academics and professionals involved in organizational development and evaluation." (Catalogue Intermediate Technology Publications 2000)
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