The Inter-American Development Bank (IDB) is actively exploring and applying distance-education technologies in order to facilitate each phase of its project cycle (from project identification and preparation, to project management, implementation and evaluation). In an effort to train a critical mass of civil servants throughout Latin America and the Caribbean, the Bank is currently developing a number of electronic courses which are accessible from the IDB web-page, free of charge. Courses currently available are The Logical Framework for Project Design, Monitoring and Evaluation of Projects, Environmental Impact Assessment, and Institutional and Organizational Analysis.

"IPDET was designed to meet the needs of evaluation and audit units of many different types of organizations involved in development work. This comprehensive international program is designed to help a range of development specialists conduct significant evaluations of development interventions at the project, program, and policy levels. It is both an educational experience and an opportunity to advance career objectives. [This page includes downloadable PDF versions of] the twelve modules from the two-week core course, which aims to build skills and knowledge required for high-quality development evaluation. This course is designed especially for those with little prior evaluation experience or for those wanting a refresher course."

Evaluation is a methodological area that is closely related to, but distinguishable from more traditional social research. Evaluation utilizes many of the same methodologies used in traditional social research, but because evaluation takes place within a political and organizational context, it requires group skills, management ability, political dexterity, sensitivity to multiple stakeholders and other skills that social research in general does not rely on as much. Here we introduce the idea of evaluation and some of the major terms and issues in the field.

Evaluation of the progress and effectiveness of projects funded by the National Science Foundation’s (NSF) Directorate for Education and Human Resources (EHR) has become increasingly important. Project staff, participants, local stakeholders, and decisionmakers need to know how funded projects are contributing to knowledge and understanding of mathematics, science, and technology. To do so, some simple but critical questions must be addressed: What are we finding out about teaching and learning? How can we apply our new knowledge? Where are the dead ends? What are the next steps? Although there are many excellent textbooks, manuals, and guides dealing with evaluation, few are geared to the needs of the EHR grantee who may be an experienced researcher but a novice evaluator. One of the ways that EHR seeks to fill this gap is by the publication of what have been called "user-friendly" handbooks for project evaluation.

"This book presents leading-edge analysis on the theory and practice of participatory evaluation around the world. With its instructive case studies from Bangladesh, El Salvador, Ghana, India, Indonesia, Kenya, Mexico, Nepal, and St Vincent, the book is a guide to a community-based approach to evaluation that is at once a learning process, a means of taking action, and a catalyst for empowerment."

Monitoring and Evaluation Planning

There is often confusion about what M&E entails. The purpose of this M&E Overview is to strengthen awareness and interest in M&E, and to clarify what it entails. You will find an overview of a sample of M&E tools, methods, and approaches outlined here, including their purpose and use; advantages and disadvantages; costs, skills, and time required; and key references. Those illustrated here include several data collection methods, analytical frameworks, and types of evaluation and review. The M&E Overview discusses: Performance indicators The logical framework approach Theory-based evaluation Formal surveys Rapid appraisal methods Participatory methods Public expenditure tracking surveys Cost-benefit and cost-effectiveness analysis Impact evaluation This list is not comprehensive, nor is it intended to be. Some of these tools and approaches are complementary; some are substitutes. Some have broad applicability, while others are quite narrow in their uses. The choice of which is appropriate for any given context will depend on a range of considerations. These include the uses for which M&E is intended, the main stakeholders who have an interest in the M&E findings, the speed with which the information is needed, and the cost.

Department for International Development (DFID) Guidelines for Monitoring and Evaluating Information and Communication for Development (ICD) Programmes "This document was prepared by Mary Myers and aims specifically at DFID staff wishing for guidance on how to monitor and evaluate (M&E) Information and Communication for Development (ICD) programmes. The document introduces a range of approaches which programme officers can choose from at various stages of their programmes that focus on information and communication for development (ICD). In addition, the document contains a number of useful links, which point the reader to different relevant sources on this subject." "If you work for the Department for International Development (DFID) and need advice on monitoring and evaluating Information and Communication for Development (ICD) programmes, these guidelines are for you. They don't provide a set of rules, but do introduce a range of approaches for you to choose from at various stages in your programme. Where possible, we signpost you to sources of further information. You can use the guidelines as a reference tool or to help you work with consultants. What ICD programmes do the guidelines apply to? • Face-to-face communication or information activities such as counselling or extension visits • Community-level communications such as theatre, role-playing, workshops, posters and other print materials • TV, radio, film and video • Internet and email communications programmes • Telecommunications-based projects"

OECD-DAC ‘Glossary of Key Terms in Evaluation and Results-Based Management’

"This book offers a clear-cut methodology to diagnose institutional strengths and weakness at the onset of development activities. In this way, beneficiaries can respond to growing pressures from donor governments and organizations for accountable and sustainable use of development funding. The authors examine all aspects of organizational performance, including the enabling environment, institutional capacity, management, financial viability, and staff motivation. They also review the methodological issues involved in carrying out an assessment, ranging from the choice and framing of questions to data collection and analysis, the question of who “owns” the assessment, and the reporting of results. Designed for practitioners interested in organizational diagnosis and social change, this book includes a quick guide for organizational assessment, a sample report outline and questions, and a comprehensive assessment glossary."

"Outcome Mapping provides not only a guide to essential evaluation map-making, but also a guide to learning and increased effectiveness, and affirmation that being attentive along the journey is as important as, and critical to, arriving at a destination."

"As part of ongoing efforts to improve the quality and impact of its work, the World Bank is placing new emphasis on the use of performance monitoring indicators. These indicators, which are based on a logical framework of project objectives and endmeans relationships, help generate more thoughtful, logically constructed project designs. And because they serve as benchmarks against which to measure project progress toward development objectives, they result in more meaningful project monitoring and evaluation. Over the past two years Bank staff have developed notes on suggested performance monitoring indicators for each of the main sectors in which the Bank is active. These notes offer a framework for use by task managers, borrowers, and project implementation units in analyzing the relationship between objectives and monitorable outcomes and impacts. They also offer a menu of possible indicators. This handbook, which introduces and supplements the sector notes, is divided into three sections. The first section explains why menus of indicators were developed; provides the background on the logical framework and typology of indicators; describes how indicators are developed and applied in project design, supervision, and evaluation; and discusses important issues related to the meaningful use of indicators. The second section describes the sector notes on indicators and their use and explains how to get copies. The third section provides examples of performance indicators developed for Bank-financed projects and shows how the indicators were developed on the basis of each project’s development objectives."

Programme Evaluation - A Beginner's Guide II

Three online M&E training modules were developed by the Global Fund M&E support team and are now available for external users at ww.theglobalfund.org/html/training. For more detailed information please also see attached leaflet. The primary audience for the training modules is the Global Fund Principle Recipients (PRs). In addition, other actors involved in the M&E of Global Fund-supported programs are welcome to take the courses. These may include M&E resident advisors, Global Fund Sub-Recipients (SRs) and other implementers, Global Fund Local Fund Agents (LFAs), consultants providing technical assistance, etc. The modules are based on the content delivered in the past years by Global Fund officers in classroom-type training courses, both, within the Global Fund Secretariat and to Global Fund Principle Recipients. As a pilot, over 30 PRs have already tried the modules in August-September 2009. The feedback was extraordinarily positive with recommendations to translate and further develop other topics. The Global Fund M&E support team is now in the process to define the extent to which existing modules need to be updated, translated, or new ones to be developed. Any offer to collaborate with the Global Fund in this project is very welcome. For any additional information and feedback, please address Silvio.martinelli@theglobalfund.org

"Evaluation manual for Sida in two parts. The first part reviews central evaluation concepts and discusses roles and relationships in development co-operation evaluations. It also deals with issues in the evaluation of poverty reduction. The second part is a step-by-step account of the evaluation process, beginning with the decision to evaluate and ending with management response and dissemination of results."

People use many different terms when working with outcomes systems (results, monitoring, performance management, evaluation and strategic planning systems) and building outcomes models (logic models). This is partially a result of the range of different disciplines involved. Outcomes theory attempts to identify the smallest number of terms necessary to do what needs to be done when working with outcomes. One of outcomes theory's insights is that the purpose of a number of terminological distinctions (such as the vision / mission and the final outcomes / intermediate outcomes distinction) can be better achieved by simply working with a visual outcomes model. This avoids having to communicate to stakeholders a large number of terms defined in very specific ways

The recording and presentations of the webcast on: "Ten steps to a results-based M&E system" with Ray Rist and Jody Kusek are now available at the specified link. Please make sure to stroll down the page, and reach the Webcast 5.

This publication is aimed at organisations, community groups, students and academics who wish to use MSC to help monitor and evaluate their social change programs and projects, or to learn more about how it can be used. The technique is applicable in many different sectors, including agriculture, education and health, and especially in development programs. It is also applicable to many different cultural contexts. MSC has been used in a wide variety of countries by a range of organisations. By 2004, MSC had been used both by NGOs and governments in Africa, Asia, Latin America, Europe and Australasia. The introductory chapter provides a quick overview of MSC. In Chapter 2 we focus on the practicalities of implementing MSC and divide the process into ten steps. Chapter 3 offers guidance on practical troubleshooting, and Chapter 4 looks at building capacity for effective use of MSC. In Chapter 5 we examine how MSC fits into the program cycle and how it can contribute to program improvement. After Chapter 5, we delve more into the theory. We believe that MSC can be successfully implemented without a strong understanding of the theory. So if you just want to know about the practicalities – stop there! But for those readers who enjoy a foray into theory, Chapters 6 and 7 examine validity in MSC and how it fits with other approaches and epistemologies. The final two chapters outline the evolution of MSC: where it came from and where it might be heading next. The structure of this Guide reflects our attempt to cater for different types of use. We want the Guide to be of practical help to those choosing to implement MSC for the first time. But we also want to provide information and analysis that will be of use to those who are already experienced in using MSC yet want to extend their knowledge of the technique or refine the way they use it. As well as addressing the needs of practitioners, we also hope to address the interests of those doing research on MSC and related methods of participatory and qualitative research.

"The Logical Framework (Logframe) has been in use at the World Bank since August 1997, when it became a standard attachment to the Project Appraisal Document for investment operations. Created in 1969 for the U.S. Agency for International Development, it was used widely throughout the bilateral donor community in the 1970’s and 1980’s. Practitioners in most development management organizations have explored the power of the Logframe to create clear objectives and build commitment and ownership among clients. Over the tears, the Logframe evolved as a core technique for managing the complete project Cycle from design to implementation monitoring and evaluation. For most of the Bank’s project documents the basic Logframe matrix is found in Annex #1. This handbook summarizes the rationale and essential elements of the Logframe for practitioners. While providing guidelines for World Bank usage, the Handbook is generic enough for use by clients and consultants. However some Bank terminology may vary from general usage."

"Good program evaluations assess program performance, measure impacts on families and communities, and document program successes. With this information, programs are able to direct limited resources to where they are most needed and most effective in their communities. To help programs fulfill these goals, the Administration on Children, Youth, and Families (ACYF) has developed THE PROGRAM MANAGER'S GUIDE TO EVALUATION. The Guide explains program evaluation -what it is, how to understand it, and how to do it. It answers your questions about evaluation and explains how to use evaluation to improve programs and benefit staff and families."