| Name | Description | References |
| Results Based Management | Results-based management is a way of managing whereby an organization ensures that all of its processes, products and services contribute to the achievement of desired results. It depends on clearly defined accountability for results, and requires systematic monitoring, self-assessment and reporting on progress. Managing to achieve results is not new. But resultsbased management, provides improved focus and prioritization of all of an organisation’s work, systematically linking activities carried out by all units at all locations and under all funding sources. | http://web.undp.org/evaluation/documents/RBMConceptsMethodgyjuly2002.pdf |
| Logical frameworks | A logical framework is an analytical, presentational and management tool which can help planners and managers to analyse the existing situation during activity preparation, establish a logical hierarchy of means by which objectives will be reached, identify the potential risks to achieving the objectives, and to sustainable outcomes, establish how outputs and outcomes might best be monitored and evaluated, if desired, present a summary of the activity in a standard format, and monitor and review activities during implementation. | For more information go to: http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf |
| 10 Steps to a results based monitoring and evaluation system | A handbook, prepared by the World Bank to help plan, design, and implement a results-based M&E system within an organization. In addition, the handbook demonstrates how an M&E system can be a valuable tool in supporting good public management. When implemented properly these systems provide a continuous flow of information feedback into the system, which can help guide policymakers toward achieving their objectives. Can be used by program managers to gain insight into the performance of their respective organizations. The focus of the handbook is on a ten-step model that will help guide the process of designing and building a results-based M&E system. Beginning at a “Readiness Assessment” it goes on to the design, management, and, importantly, the sustainability of M&E systems. The handbook describes these steps in detail and the tasks needed to complete them and the tools available to help you along the way. | http://www.oecd.org/derec/worldbank/35281194.pdf |
| Outcome mapping | Outcome Mapping was developed by The International Development Research Centre, Canada (IDRC) as a methodology for planning, monitoring and evaluation that focuses on what contributes to outcomes made by development interventions rather than attempting to measure the attribution of change to a particular organisational intervention. The approach is grounded in an understanding of development as a complex and non-linear process that involves multiple actors, some of whom work for, and some who work against change. Outcome Mapping has a lot to offer in the evaluation of adaptation interventions as it gets away from assumption made in impactbased methods, that it is possible to make simple cause and effect links, when the context of most adaptation processes are open and complex systems with the attendant unexpected and unintended consequences associated with this. It also acknowledges that positive outcomes are usually due to a number of factors coming together rather than the actions of a single intervention or actor. Outcome Mapping provides a mechanism for drawing together different contributions to an outcome which is essential in order to Usage hint about what supports successful adaptation. | http://www.odi.org.uk/rapid/tools/toolkits/Communication/Outcome_mapping.html |
| Most Significant Change | Most Significant Change is a participatory form of monitoring and evaluation based on listening to what people (beneficiaries/participants/stakeholders) consider to have been the most significant change resulting from the project or initiative. As an approach it thus requires no special professional skills and is easy to communicate across cultures as people generally find it easy to tell stories about events they think were important. There is no need to explain what an indicator is. It is also a good way to pick up unanticipated changes and changes that may challenge your assumptions of what is happening. This approach encourages people to engage in analysis as well as data collection stages of a project as they have to explain why they believe one change is more important than another. It can be used to monitor and evaluate bottom-up initiatives that do not have predefined outcomes against which to evaluate. | http://www.mande.co.uk/docs/MSCGuide.pdf |
| Appreciative Inquiry | A method of change management that can be used at many levels to understand whole systems, organisations, networks and teams. It emphasises inquiry into strengths rather than focussing on weaknesses and problem solving. Basic approach is to find out what is going well, what conditions support that success, visioning what might be, creating participatory dialogues about how visions might be achieved. | http://www.iisd.org/ai/ |
Related section of the Pathfinder:
| Decision tree: Monitoring and evaluation |
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