Evaluation Series | Evaluation and the Activity Cycle
Good Practice at Each Stage of the Activity Cycle
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Evaluative processes at each stage of the activity cycle generate an evidence base for decision-making and contribute to critical reflection, which is essential for learning. Findings from research also contribute to the evidence base and to learning.
Programming and Identification
When considering a new strategy or initiative or major redesign of an existing one, DPMs should proactively draw on available research and on what has been learnt from similar activities (on-going and past) supported by NZAID and other agencies. Sources of information include: evaluation reports in the NZAID database and intranet, external web sites and development libraries.
Design Stage
Clarification of the intervention logic, or theory about how the activity will lead to desired outcomes and impact, begins during the design stage and is adjusted and refined during the implementation stage. The intervention logic is often presented as a matrix or diagram and is used to summarise the key elements of an intervention, explain the rationale behind it, clarify intended outcomes and the linkages between resources, activities, outputs, outcomes and impact.
Plans for evaluative activities are formulated and agreed during the design stage. Initial programme documents should provide an overview of the proposed monitoring, review and evaluation of the initiative. Roles and expectations of both NZAID and its partners should be clearly specified as should the timing and nature of reports, annual assessments, reviews and evaluations. NZAID expects programmes to have baseline studies wherever possible, although the nature and content of these will vary with the type of intervention planned.
Implementation Stage
Monitoring
On-going monitoring is ideally the responsibility of the implementing partner. To minimise duplication of effort NZAID supports the use of partners’ existing structures and monitoring mechanisms, or assists with the development of such systems. Monitoring may be informal (e.g. meetings, visits) as well as formal.
Activity reporting
Initial programme documents generally detail the nature and frequency of partner reporting to NZAID. As a minimum NZAID requires an annual report from partners summarising achievements linked to the intermediate outcomes and measures set out in NZAID’s Five Year Strategy and other relevant strategies.
(see NZAID Reporting Guideline).
Reviews
The depth, nature and timing of reviews will depend on the type of activity and what stakeholders and decision-makers need to know. Typically, reviews assess what progress is being made in implementation and what difference (positive and negative, intended and unintended) the activity is making in the lives of the intended beneficiaries. They should also include an assessment of how much the initiative is costing compared to the benefits (and potential future benefits) of the programme to primary stakeholders. Learning from reviews should influence the on-going direction of the work as well as feed into wider NZAID learning.
Completion stage
Evaluation
Outcome/impact evaluations are usually carried out in the final months of particular activities. These evaluations are important for learning and for understanding what difference the work has made. Their purpose is to assess the wide, deeper and longer term intended and unintended effects and change brought about by the initiative. As part of this process an assessment should be made about what has been achieved and at what cost.