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„How to measure what really matters“: IFRTD‘s M&E experience with Outcome Mapping

„How to measure what really matters“: IFRTD‘s M&E experience with Outcome Mapping. Marinke van Riet, Executive Secretary April 2006, St. Gallen. Overview. What is the IFRTD? Distinctive features Programmes, Activities, Finance The Need for M&E M&E for Networks What is Outcome Mapping

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„How to measure what really matters“: IFRTD‘s M&E experience with Outcome Mapping

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  1. „How to measure what really matters“:IFRTD‘s M&E experience with Outcome Mapping Marinke van Riet, Executive Secretary April 2006, St. Gallen

  2. Overview • What is the IFRTD? • Distinctive features • Programmes, Activities, Finance • The Need for M&E • M&E for Networks • What is Outcome Mapping • Experiences to date

  3. What is the IFRTD? • A southern-driven network of more than 3500 people and 30 national networks • Committed to satisfying the accessibility and mobility needs of women, men and children in rural areas of developing countries • Comprising a wider range of social groups, professions, competencies, insights and contacts

  4. Distinctive Features • Introducing social issues in technical sector is distinctive and challenging in and of itself • Southern-dominated governance through decentralised structure following ‘glocalisation’ trend • Pioneered ‘networked research’ approach encouraging stakeholders to take ownership of research and process

  5. Programmes and Activities • Poverty Watch • Waterways & Livelihoods • Promoting Sustainability of Rural Transport Infrastructure (“Toolkit”) • Transport Indicators • Gender and Transport • Mobility and Health

  6. Finance(£000s) Project income = 109 Total income = 560 Evaluation - SDC 19 Consultancy* Non-core (SIDA) Evaluation - Other 27 5 Project EC Networks 1 4 KAR (DFID) 38 109 7 73 ERAP (DFID) CSCF (DFID) 386 Core income = 386 Core 100 170 Other core income and interest 3 113 * Consultancy includes World Bank consultation and demand assessment

  7. The need for M&E • Internal purposes: • To assess internal quality and effectiveness • To assess potential impact • External purposes: • To assess external quality and effectiveness • To use for donor reporting/outreach • Both: • To assess whether the organisation’s mission/vision is achieved

  8. The need for M&E • IFRTD Evaluation in 2004 • Strength: ‘the IFRTD is amongst the most effective and efficient networks to have emerged from the development field in the 1990s.’ • Weakness/Recommendation: ‘IFRTD needs to establish an ongoing system of monitoring and evaluation to systemise the gathering of anecdotal evidence.’ EVALUATION USED OUTCOME MAPPING

  9. M&E for Networks or the Problem with Impact Assessment Impact Assessment implies: • Cause and effect • Positive intended results • Focus on ultimate effects • A single contributor is credited • Story ends when programme obtains success

  10. M&E for Networks or the Problem with Impact Assessment However, development implies: • Open system • Unexpected and unintended results occur • Upstream effects are important • Multiple actors create results and need credit • Change process never ends

  11. M&E for Networks or the Problem with Impact Assessment But networks are COMPLEX open systems, so: • Multiple actors and factors contribute • Causality is mutual therefore attribution is not possible • Unintended results often ignored A SOLUTION: OUTCOME MAPPING

  12. What is Outcome Mapping? What is an “outcome” in OM? • Change in the behaviour, relationships, activities, and/or actions of an individual, group or organisation that the program was helpful in bringing about. • These changes are aimed at encouraging human and ecological wellbeing Why behavioural change? • To stress that development is done by and for people • To illustrate that although a programme can influence the achievement of outcomes, it cannot control them because ultimate responsibility rests with the people affected.

  13. What is Outcome Mapping? • An integrated participatory planning, monitoring and evaluation tool • An approach that focuses on changes in the behaviour, relationships or actions of partners (as outcomes) • A methodology that characterises and assesses the programme’s contributions to the achievement of outcomes

  14. What is Outcome Mapping? Three Stages: • Design: answering why, who, what and how for bringing about the change. Determining boundary partners, outcome challenges, progress markers, strategy maps and organizational practices. • Outcome and Performance Monitoring: monitoring priorities, outcome journals, strategy journals and performance journals • Evaluation Plan

  15. Experiences to date • Methodology used for IFRTD Evaluation • Decided at Secretariat Meeting June 2005 to start a small pilot in Latin America before rolling out across regions • Regional Coordinator and LA Executive Committee trained in Ecuador and Cuba for 3-days by ODI • LA Executive Committee members from Argentina and Colombia decided on boundary partners, outcome challenges, and progress markers for behavioural changes and keep journals throughout 2006 • System can be adapted to needs and budget as full system is costly and timely

  16. Thank you

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