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Evaluation Methods, Evaluation Tools
5
Advocacy & Empowerment: Monitoring & Evaluation
4
Evaluation Approaches, Purposes & Frameworks
4
Impact Assessment & Outcome Evaluation
3
Monitoring
3
Organisational Development & Capacity Building: Evaluation, Monitoring, Impact Assessment
2
Indicators & Indices
2
Randomised Control Trials & (Quasi-) Experimental Designs
2
Development Programmes
1
Development Assistance: Evaluation, Monitoring, Impact Assessment
1
Developmental Evaluation (Informing the Development & Ongoing Adaptation of an Initiative)
1
Evaluation: Training
1
Gender in Evaluation, Monitoring, Impact Assessment
1
Outcome Harvesting (Evaluation Methodology)
1
Participatory, Collaborative & Empowerment Evaluation
1
Utilisation-Focused Evaluation (Focus on Intended Use by Intended User)
1
Organisational Assessment
1
Project Design, Project Planning
1
Network Analysis
1
Qualitative Analysis
1
Comparative Approaches & Methods in Communication Research
1
Focus Groups & Group Discussions (Qualitative Research Method)
1
Interviewing (Qualitative Research Method)
1
Questionnaires, Questionnaire Design
1
Sampling (Survey Methodologies, Statistics)
1
Survey Methods
1
Secondary Data Sources
1
Networks & Networking
1
Language
Document type
Authors & Publishers
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Publication Years
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M&E of Capacity Strengthening
INTRAC (2021), 6 pp.
"Capacity strengthening is a process in which people and/or organisations are provided with external support to enhance and maintain their capacity over time. It can be a complex process, involving multiple actors, methods and influences. Monitoring and evaluation should always be designed to suppor
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M&E of Network Development
INTRAC (2021), 5 pp.
"Network results can be divided into different categories, such as network vibrancy, network connectivity and network effects. Monitoring and evaluation tools and methods need to be chosen to assess each of these areas separately, depending on the need. Network surveys and social network analysis ar
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M&E of Training
INTRAC (2021), 6 pp.
"Training can take different forms. It can be carried out as a one-off exercise, or can be combined with other types of support, such as coaching or mentoring. The most well-known model for monitoring and evaluating training is the Kirkpatrick model, developed in the 1950s. A number of other models
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Tools for M&E of Capacity Strenghtening
INTRAC (2021), 6 pp.
"Changes arising from capacity strengthening work can sometimes be measured directly. A range of tools and methodologies can also be used to help assess capacity change. Most of these were not designed specifically with capacity strengthening in mind, but can easily be adapted for the purpose. CSOs
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Organisational Assessment Tools
INTRAC (2021), 5 pp.
"Organisational assessment (OA) tools are designed to assess organisational capacity, and plan capacity development initiatives. Sometimes they are used for monitoring and evaluation (M&E) purposes as well. There are two main ways of using OA tools for M&E. One is to develop an action plan based on
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Participatory M&E
INTRAC (2020), 7 pp.
"Participatory M&E is about engaging different stakeholders, especially targeted beneficiaries, in monitoring and evaluation processes. It is done to generate better M&E information and/or to empower stakeholders. It is facilitated through two main approaches. The first is a set of tools and methods
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M&E Systems for Advocacy Work
INTRAC (2020), 6 pp.
"Monitoring and evaluation (M&E) systems for advocacy interventions usually include a number of common elements. The nature of advocacy work means M&E systems need to be designed and implemented differently than in conventional projects. M&E systems for advocacy work should be simple and time-effici
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M&E Tools for Advocacy Work
INTRAC (2020), 7 pp.
"Many different tools and methodologies can be used to support advocacy work. Some are designed specifically for monitoring and evaluation (M&E) purposes. Others are designed to support the planning and management of advocacy interventions, but can be used or adapted for M&E purposes. CSOs often emp
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Monitoring Advocacy Activities
INTRAC (2020), 5 pp.
"Most advocacy work is carried out in complex environments where there are many different influences on change. This has important consequences for how objectives and indicators are developed. CSOs need to understand the immediate and short-term changes resulting from different advocacy activities i
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M&E of Advocacy
INTRAC (2020), 6 pp.
"Monitoring and evaluating advocacy work involves unique challenges. These can usually be overcome provided expectations are realistic. Ongoing monitoring and evaluation carried out during advocacy interventions should enhance and support real-time decision-making. Advocacy evaluations should includ
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Aggregation and Summarisation
INTRAC (2019), 7 pp.
"CSOs sometimes need to summarise or aggregate information across multiple interventions. This can be a difficult and challenging task, especially for large non-governmental organisations (NGOs) working in many different countries and/or sectors. Summarisation and aggregation can be achieved through
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Indicators
INTRAC (2017), 4 pp.
"Indicators are commonly used in social development to provide evidence of change. They form an important part of most monitoring and evaluation systems and approaches. There are many different types of indicator, including quantitative and qualitative indicators. They can be developed in different
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Utilisation-Focused Evaluation
INTRAC (2017), 2 pp.
"Utilisation-focused evaluations (UFEs) are based on the principle that an evaluation should be judged according to how useful it is. UFEs should be planned and implemented in a way that increases the likelihood of the findings being used. This normally means identifying the primary users of an eval
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Developmental Evaluation
INTRAC (2017), 3 pp.
"Developmental evaluation involves long-term relationships between evaluators and project or programme staff. Evaluation is ongoing, which means that feedback can be provided on a continuous basis. Development evaluation is particularly appropriate for projects or programmes working in complex or un
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Programme Indicators
INTRAC (2017), 4 pp.
"Some programme indicators are designed to be collected at programme level. Others are designed to capture, summarise or aggregate information collected at project or partner level. It is important to clarify how information on indicators is transmitted between different levels of a programme." (Int
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"To understand the changes brought about by a project or programme it is first necessary to understand what the original situation was. This is known as the baseline. Baselines can range from simple data collection exercises through to large, expensive surveys. They are an important part of many M&E
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Focus Group Discussions
INTRAC (2017), 3 pp.
"Focus group discussions are facilitated discussions, held with a small group of people who have specialist knowledge or interest in a particular topic. They are used to find out the perceptions and attitudes of a defined group of people. Focus group discussions can be applied at any stage of the pr
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Interviews
INTRAC (2017), 4 pp.
"Interviews are routinely carried out when projects and programmes are planned, monitored or evaluated. Interviews may be carried out face-to-face or through remote media. They may be carried out with individuals or groups. They may be unstructured, semi-structured or structured. And they may be inf
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Process Tracing
INTRAC (2017), 5 pp.
"Process tracing is a qualitative analysis methodology. The main purpose of process tracing is to establish whether, and how, a potential cause or causes influenced a specified change or set of changes. This is done by applying formal tests to examine the strength of evidence linking potential cause
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Contribution Analysis
INTRAC (2017), 4 pp.
"Contribution analysis is a methodology used to identify the contribution a development intervention has made to a change or set of changes. The aim is to produce a credible, evidence-based narrative of contribution that a reasonable person would be likely to agree with, rather than to produce concl
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