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

Marinke van Riet, Executive Secretary

April 2006, St. Gallen

overview
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
what is the ifrtd
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
distinctive features
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
programmes and activities
Programmes and Activities
  • Poverty Watch
  • Waterways & Livelihoods
  • Promoting Sustainability of Rural Transport Infrastructure (“Toolkit”)
  • Transport Indicators
  • Gender and Transport
  • Mobility and Health
finance 000s
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

the need for m e
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
the need for m e8
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

m e for networks or the problem with impact assessment
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
m e for networks or the problem with impact assessment10
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
m e for networks or the problem with impact assessment11
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

what is outcome mapping
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.
what is outcome mapping13
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
what is outcome mapping14
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
experiences to date
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