Innovation s for Scaling Impact Monitoring and Evaluating Networks March 5, 2011
Nov 01, 2014
Innovations for Scaling
Impact
Monitoring and Evaluating Networks
March 5, 2011
Innovations for Scaling
Impact
Seminar Overview
Overview of Networks as Complicated and Complex Initiatives - Network Life-Cycle
Network Theories of Change and Action
Developing a Network Integrated Assessment Framework – Focus on Network Metrics
Learning and Reporting Activities for Continuous Improvement
Overview of IPARL system Across the Network Life-Cycle
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Impacts Community of Practice
Initial focus on sharing and developing innovative approaches to monitoring and evaluating networks and network approaches – now moving to greater focus on advocacy
Includes – Evaluation experts, practitioners, network representatives and funders (in-person and virtual interactions – www.scalingimpact.net)
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Additional Materials
Network Briefs
Next Generation Network Evaluation Paper
Step-by-Step guide to developing Comparative Constituency Feed Back Surveys for Networks
Available at www.scalingimpact.net
Innovations for Scaling
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Introduction and Context
Networks and networking have become increasingly and consciously utilized
Increased interest and investment in networks from a range of actors
Growing demand for more success from public and private initiatives has created explosion of interest for increased and improved M&E/IE
Together these trends have created a growing appetite for Network M&E/IE
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Current Field of Network Monitoring and Evaluation
Still in its infancy in terms of theory and even more so in terms of practice
Most M&E work using network methodologies to date have been small in size of networks and number of participants
Number of metrics, tools and broader approaches developed specifically for networks is growing but not many practical tests/examples
Much can be borrowed from other fields like complexity science and systems thinking
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Gaps in Current Practice
Growing number of network metrics but not utilized in practice
Most tools and approaches only address one or a few of the specific challenges faced by networks
Little explicit focus on revising and refining network’s ToC
Few comprehensive frameworks for developing holistic M&E systems
Those that do encourage development of broader M&E systems focus more on planning than M&E
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Networks as Complicated and Complex Initiatives
Networks and networking strategies:
Involve multiple factors, actors and contexts
Are non-linear, path dependent and emergent
Network implementation varies even when replication mechanisms are applied because of contextual differences
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Standardized, Complicated and Complex Initiatives
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Network Life Cycle
(Simplified)
•Increasing and diversifying network membership and participation•Developing network structures (geographically and/or functionally)•Spreading and deepening initial key strategies/diversifying/pruning strategies• Business model development, diversification and sustainability•Enhancing legitimacy and value•Building enduring social connectivity/trust•Monitoring, learning, continuous improvement and course corrections•Implementing a robust network communication platform
Enhancing and Expanding
•Agreeing on shared norms and principles•Establishing initial network structures and processes (governance, admin, legal form?)•Piloting key change strategies and tactics•Formulating network theory of change and participant theories of action•Designing a user centered network communication platform •Business model formulation
Launching
•Mapping of issue/problem and key stakeholders, roles and relationships•Convening leadership group, key stakeholders and relationship building•Defining the initial vision, purposes and value proposition• Securing seed funding
•Mapping of issue/problem and key stakeholders, roles and relationships•Convening leadership group, key stakeholders and relationship building•Defining the initial vision, purposes and value proposition• Securing seed funding
Catalyzing
•Evaluating network vibrancy, effectiveness and sustainability •Deciding to transform or transition•If transforming-
•Refining/redefining network vision, purpose and value•Redirecting the issue/problem system and altering core relationships
•If transitioning-•Potential evolution to non-network structures and processes•Distribution and utilization of re-usable assets
Transforming or Transitioning
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Network Assessment in Summary
Networks are Complicated Understand both the network “parts” and “whole” Develop appropriate network metrics Gather comparable and consistent data across the
network
Networks are Complex Identify impacts Utilize results for real time learning and
improvement Manage emergent outcomes
Life cycle approach is really helpful in monitoring and evaluation of networks
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Group Discussion
In what ways do networks achieve impact/What are various network “impact pathways”?
What types of theory of change approaches are useful for networks?
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Describe Network Impact Pathways
What are the various impact pathways the network and its members will use?
Will the network act as a: Filter Amplifier Convener Community Builder Funder Capacity Building Facilitator
Most networks will use multiple impact pathways
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Network Theories of Change and Action
Identifies desirable results (What)
Articulates the multiple and often interacting pathways for affecting change (How)
Maps out the actors that contribute to various pathways (Who)
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Tools You Can Use
Outcome Mapping
Causal Mapping
Systems Approaches
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Steps to Developing a Network ToC
Articulate the long-term network goal Describe the various impact pathways
the network and its members will utilize
Describe the medium and short-term outcomes and outputs the network can affect through its various strategies that will contribute toward the long-term goal
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Articulate Network Long-Term Goals
What is the network’s long-term goal/vision?
Opportunity to: review and confirm original long-
term goal with members Or…..
revise and refine original long-term goal with members
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Example
Global Knowledge Partnership - a network of public, civil society and commercial organizations, works to provide members with access to global knowledge and innovation
Filters and disseminates knowledge and innovations gathered from its members and others throughout its network
Convenes members and others to share good practices and new knowledge during conferences and smaller workshops
Provides grants to members to support their activities
Facilitates learning across members through member meetings and joint projects
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Example
Campaign to End Pediatric HIV/AIDS, which focuses on advocacy as a means to increase coverage rates for pediatric HIV/AIDS across six partner countries:
Amplifies a particular set of ideas and policy stances on pediatric HIV/AIDS
Convenes partners at the global, national and regional level across six partner countries in order to organize a cohesive advocacy campaign
Provides resources to each of the official country partners to organize local advocacy efforts
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Describe Network Outcomes
What are the network’s medium and short-term outcomes that contribute toward the long-term goal?
1.Brain-storm preconditions for success
2.Group outcomes into broader categories
3.Identify the specific outcome categories that the network will focus on
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Steps to Developing Network Theories of Action
Examine how (or how not) the members goals align with the network’s long-term goal
Describe the specific member’s impact
pathways that will contribute toward the network’s long-term goal
Describe the medium and short-term
outcomes and outputs the individual member can affect through its various impact pathways that will contribute toward the networks outcomes and long-term goal
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Examine Member and Network Goal Alignment
How (or how not) do an individual member’s goals align with the network’s long-term goal?
Each member examines: 1. How their goals relate to those of the
network2. How/where their activities can best
support the network
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Describe Member Impact Pathways
What are the specific pathways a member will use to support the network’s long-term goal?
Each member:1. Reviews the original list drafted by the
network2. Identifies which pathways they will
focus on – those that best support their own and the network’s goals
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Describe Member Outcomes
What are the short and medium-term outcomes the individual member can affect that contribute toward the network’s outcomes and long-term goal?
Each member Describes the outcomes they will work toward Identifies how these relate to those of the
network
Note: one member level outcome may contribute toward multiple network level outcomes
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Describe Member Outputs
What are the short-term steps that contribute towards and are necessary for the achievement of member outcomes?
Each Member Describes outputs Identifies how they contribute toward
their outcomes
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Group Discussion
What types of metrics are particularly applicable for networks?
What types of assessment tools are particularly useful for networks?
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Developing a Network Integrated Assessment
Framework Links ongoing monitoring and
evaluation with punctuated outcome and impact evaluation
Includes: A set of network metrics for monitoring
progress tied to the identified outcomes A set of network tools to support the
collection of metrics Periodic evaluation including impact
evaluation
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Steps for Developing a Network Integrated Assessment
Framework Gather information about members’ current M&E
practices and capacity
Develop Measures Identify output and outcome indicators Identify vibrancy and connectivity indicators
Identify the tools that can be used to support data collection
Develop the specific process (who will collect the data, how often, etc…) for collecting and storing data
Develop and initial time-line including a schedule for periodic evaluation
Develop a system for collecting and recording data
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Developing Measures
Overall network effectiveness is combination of: Network Vibrancy Network Connectivity Network Effects
Specific indicator can be developed for each metric
Different categories of metrics may be more or less important depending on context
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Example Network Metrics and Survey/Stakeholder Interview
QuestionsNetwork Vibrancy
Alignment Is there a match between member’s goals/priorities and that of the network?
Diversity How diverse is the network?Is the current level of diversity appropriate for the network’s goals?
Network Connectivity Participation How active are members?
What is the value of participating in the network?Communication How well do the various network parts communicate
with each other?How often do network members communicate
Network EffectsInfluence How influential is the network?
Value added Is the network fully realizing the advantages of working together?
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Identifying Output and Outcome (Effects) Indicators
What are the network and its members achieving?
What are the indicators that can be used to track progress towards outputs and outcomes?
Output and outcome indicators should be tied to outputs and outcomes identified in the ToC/ToA
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Identifying Vibrancy and Connectivity Indicators
How well is the “network” itself functioning?
What value added does using a network approach bring?
Network and members should monitor at least some components within the vibrancy and connectivity categories
Vibrancy and Connectivity indicators can help test original assumptions about network approach
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Selecting Network Tools
Tools can be used in combination to support data gathering for specific metrics of interest
Identify the indicators and then select the appropriate tool to help gather data
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Example Vibrancy Tools
Tool Purpose Strength
Comparative Constituency Feedback Surveys
Gather stakeholder perceptions that can then be compared across similar networks
Allows for benchmarking and can foster learning across networks. Opportunity to incorporate stakeholder perceptions.
Network Effectiveness Diagnostic Tool
Short tool to identify the strengths and weaknesses and to explore possible actions to develop or strengthen the network
Relatively simple activity requiring limited time and resources. Responses could be compared across stakeholder groups.
Partnership Score Card
Identifies where partnerships are excelling, where they are breaking down and why. Assesses partnerships by analyzing the tangible and intangible exchanges between the parties..
Provides detail on specific partnerships of interest. Performance targets can be set and measured/assessed at regular intervals
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Example Connectivity Tools
Tool Purpose Strength
Social Network Analysis
Examines the links, relationships and behaviors between actorsAnalyzes behavior patterns and group structure - Can be used to asses changes in network structure over time
Good for understanding the relationships between actors within the network and overall network structure
Value Network Analysis
Maps activities and sets of relationships identifying both tangible and intangible transactions and roles within the network
Examines what specifically is being “exchanged” within the network . Identifies both tangible and intangible value.
Monitoring at the edges
Monitor levels of networking that do not directly involve the secretariat
Relatively simple activity requiring limited time and resources
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Example Social Network Analysis Map
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Example Effects Tools
Tool Purpose Strength
Strategic Leverage Index
Examines how groups come together to achieve their own and broader collective goals - Creates a conversation around valuesWorks to measure stakeholders inter-dependencies
Creates a picture of network “health” across stakeholder groups and levels
Impact Pathway Evaluation
Impact pathway (or ToC) developed at the start of the initiative -Monitoring of indicators aligned withthe ToC used to guide the initiative and revise/refine the ToC in real time - Evaluation seeks to establish plausible links between the initiative’s ToC and subsequent developmental changes
Links external punctuated evaluation to continuous internal M&E - Makes explicit, tests and refines an initiative’s ToC
Contribution Assessment
Understand how and where members are interacting with the network and what their priorities are
Relatively simple participatory activity requiring limited time and resources
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Collecting and Recording Data
After indicators and tools have been selected, members should develop an initial time line including: Identifying who will be responsible for collecting data Identifying who will be responsible for recording data Determining how often data will be collected Determining where and how data will be stored Determining how often punctuated evaluation will be
conducted
Data can be stored in a variety of formats (tables, databases, online, etc…). members, stakeholder should discuss and decide: Who will be the primary users of the data? How often will data be recorded? What needs to be recorded (qualitative or
quantitative information)
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Group Discussion
Is it possible to conduct an impact evaluation of networks?
How can impact evaluations of networks be rigorously implemented?
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Impact Evaluation of NetworksSome Assumptions and
Terminology Bayesian approach to evaluation
Evidence requires theory (interpretation)
Match design to stage of theory development Approaches/methods vs data collection tools
Quantitative and qualitative (data)
Data-set vs. causal process observations
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Network Impact Evaluation
Map out Causal Chains Anticipate Heterogeneity (Distributional
Impacts) Anticipate Unintended Consequences Understand Context Rigorous Factual Analysis Rigorous Counterfactual Analysis Use Mixed Methods
Theory of Change is Touchstone
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Comparison and Triangulation:
Within and Across Evaluation Designs
Ethnographic
Single case study
Comparative (case-study)
Statistical/econometric
Experimental/quasi-experimental
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The Platinum StandardThe Platinum StandardComparison and Comparison and
Triangulation to Address Triangulation to Address Threats to Validity Threats to Validity
Construct Validity - how closely a measure reflects the underlying concept of interest
Statistical Conclusion Validity - whether, and by how much, presumed causes and effects co-vary
Internal Validity - whether observed co-variation represents an actual causal relationship within a specific context
External Validity - the extent that a causal inference drawn from one or more contexts/cases applies to other contexts/cases
Trade-offs across all evaluation strategies
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Rigorous Advances in Comparative Method/Case
Study Designs Comparative and Case Study Methods/Tools: Process-Tracing Analytic Induction General (and Specific) Elimination Counterfactual Thought Experiments Structured-focused comparisons Boolean Algebra Data-bases of Case Studies
… and so many more…
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Rigorous Advances in Comparative Method and Case Study
Designs Case studies still a central “method” and can be
made more rigorous with relatively small investments
Case studies essential for analysis of:- context – location, time, scale, scope- descriptive inference: construct validity- causal processes (simple, complex, complicated)- multiple results (outputs, outcomes, impacts)- unintended results/unexpected consequences- triangulate qualitative and quantitative data- useful communication and reporting tool
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Rigorous Advances in Comparative Case Study
Designs
What is this a Case of?
With-In Case Analysis
Cross-Case Analysis
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Rigorous Comparison and Triangulation Advances in Case
Study Designs
Purposes and types of Case Studies: Generating theory of change – “inductive”
Elaborating TOC – “plausability probes”
Evaluating TOC – “least likely” and “most likely” “tough tests”, “counterfactual thought experiments”
Innovating theory of change – “deviant case studies” of exceptional “outliers”
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Learning and Reporting Activities
for Continuous Improvement What are the unique types of
learning and reporting needs/goals for continuous improvement of networks?
What types of learning and reporting tools are particularly useful for networks?
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Continuous Learning and Improvement Activities
Structured activities that create space to analyze results in order for the network and its partners to learn and course-correct in real time
Lessons learned shared across partners at both the global, regional and national levels to scale-up success and overcome challenges
Activities are used as a planning input to future programs and investment as a way to maximize impact
Example activities include: Interrogation of monitoring reports, scorecards, and
data Stakeholder Ratings Intense Period Debriefs
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Example Learning Activity: Comparative Constituency
Feedback Survey Structured questionnaire to collect
comparative feedback from a network’s key constituents
Steps: Setting up a cohort – within or across networks Setting up an Advisory Group - Designing the questionnaire Administering the survey Producing comparative reports Follow up
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Example Learning Activity: Intense Period Debrief
Structured reflection activity after intense period of activity
Steps: Identify an “intense period” that you want to
reflect upon as a team Designate someone to facilitate Either in focus group or individually,
facilitator asks participants a set of questions Network members to discuss results of the
debrief, what has been learned, and what might be improved for future network efforts
Record results of debrief in the evidence of change journal
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Example Intense Period Debrief Questions
What events triggered this intense period?
Which elements of the organization’s response worked well? Which elements could have been improved?
What was the outcome of the intense period? Was the result positive or negative?
What insights will you take away from this experience that might inform your strategies going forward?
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Developing Stakeholder, Public and Donor Reporting Processes
Explicitly sharing evaluation findings with constituents:
Provides new insight about effects on key constituents, can inform the network’s assessments of its efforts, and help it to course correct.
Informs the network’s understanding of important, new aspects of its performance.
Empowers constituents by amplifying their voices. The process gives constituents a new opportunity to participate in the network and increase their sense of stake in it.
Helps the network grow in legitimacy as a result of its visible efforts to be accountable to its constituents.
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What should be included in a public report?
Formats may vary, but public reports should address questions like: What was to be achieved? What was achieved? What caused or hindered success? What’s working well? What should be changed and why? What has been changed and how?
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Network Impact Planning, Assessment, Learning and
Reporting Systems Overview
An overall framework for planning, monitoring and evaluating networks
Consists of a general set of key components and a menu of tailored options
Meets some of the challenges of network evaluation
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Key Network IPARL Components
A clearly articulated theory of change and aligned theories of action
An integrated assessment framework composed of: A set of network metrics for monitoring progress and
accountability A set of network tools Periodic evaluation – Including impact evaluation
Stakeholder, public and donor reporting and feedback
Continuous learning and improvement mechanisms
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Group Discussion
Which network monitoring, evaluation and learning ideas and tools seem most helpful and why?
How might I use different network monitoring, evaluation and learning tools?
How might I use an IPARL system in my work with networks?
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Additional Materials
Network Briefs
Next Generation Network Evaluation Paper
Step-by-Step guide to developing Comparative Constituency Feed Back Surveys for Networks
Available at www.scalingimpact.net