This is a valuable resource on the evaluation of the KM and Institutional Learning (IL) at the Swiss Agency for Development and Cooperation (SDC). This evaluation presents major findings on the launching/deployment of the KM strategy, change management at the organization for effective KM and IL, and learning and adaptation from KM to feed back in to policies and procedures. The report provides adaptable recommendations on strategy and culture, processes and systems, organization and measures/metrics for better KM and IL.

"The design of the Performance Measurement Framework hierarchy presented indicators for measuring progress at the impact, outcome and output levels, as well as showing sources of data, data collection methods, frequency of data collection and responsibility for data collection. The Results Chain shows the performance logic of KMI according to a results-based management approach. This plan shows the risk monitoring and mitigation strategy and M&E of CIDA's KM initiative through an external, third-party evaluation process."

This webinar is part of a four-part series on monitoring and evaluation. To be successful projects must lean towards an adaptive management style and all staff must have a clear understanding of the project monitoring system and their role in its implementation. Yet few manuals exist on the nitty-gritty task of how to set up a monitoring system.

This webinar is part of a four-part series on monitoring and evaluation. Once an evaluation begins, the evaluation team needs a key organizational contact. This contact is often a junior staff person assigned to 'manage' the evaluation process. Rather than a technical or a senior manager, this contact's job can include helping smooth logistics (setting up meetings), providing routine communication to the organization's management about the progress of the evaluation, and also serving as the 'go to' for challenges and opportunities that come up during an evaluation.

This webinar is part of a four-part series on monitoring and evaluation. One of the challenges with evaluations is that staff often think the work to prepare for an evaluation is completed with the basic scope of work. As a result, evaluators often arrive to conduct an evaluation and find that some basic data organization and prep work have not been done, adding stress, misunderstandings, and cost to the evaluation.

This webinar is part of a four-part series on monitoring and evaluation. In this Coffee Break, Scott Chaplowe will provide concise guidance to develop and implement an M&E system for project planning, implementation, and evaluation. The webinar covers the key components of a M&E system that trace a logical train of thought from the project’s theory of change to the specific objectives needed for these changes, methods for measuring change, and protocols for collecting and analyzing data and information.

This blog post on Maarifa - Knowledge and Information at ILRI is about a three-day training workshop for the ODI-led EAU4FOOD project which takes place in five countries. The post includes information on training session topics, as well as challenges and lessons learned from this workshop on complexity and uncertainty. There are links to find notes from all workshop sessions, background materials, and session presentations.

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Evaluating Social Innovation, a new report developed by FSG and the Center for Evaluation Innovation, challenges grantmakers to explore how common evaluation approaches and practices constrain innovation, and examines a new approach to evaluating social innovation known as "developmental evaluation."