- Measuring Changes in Indicators
- Measuring Attribution
- Capturing Wider Changes in the Market or System
- Using Results for Adaptive Management
- Sector-Specific Case Studies
- DCED Global Seminars on Results Measurement
Measuring Changes in Indicators
- Monitoring Program Progress: The Case of Making Markets Work for the Jamuna, Padma and Teesta Chars in Bangladesh, 2015. This case discusses how to monitor results in order to help manage and steer a program. It presents the experiences of M4C in Bangladesh, concentrating on how they track changes in intermediate indicators common to several interventions.
- Measuring Sustainability: The Case of Kenya Markets Trust in Kenya, 2015. Development programs aim to create changes that continue to benefit their target population after the program ends. Consequently, as well as assessing results, programs must assess how likely these results are to be sustainable. This case describes how the Kenya Markets Trust measured sustainability of an innovative business model in the agricultural inputs sector.
The following case studies were produced as part of the DCED Practical Guidelines for Conducting Research (2013):
- Impact assessment of promoting the use of appropriate soil nutrients by palm oil producing farmers in Thailand with T-G PEC.
- Impact assessment of Minipack seed intervention with Katalyst
- Impact assessment of EACFFPC Training Course on Freight Forwarder Performance in Rwanda with TMEA
Measuring Attribution: a practical framework to select appropriate attribution methods. This includes four sub-cases:
- The intervention of MDF with Acelda in Timor Leste, illustrating the use of a before and after with opinion method.
- Samarth-NMDP intervention in the ginger sector in Nepal, illustrating the use of a quasi-experimental method.
- Propcom Mai-Karfi (PM) intervention in the tractor market in Nigeria, illustrating the use of comparison groups.
- The Alliances Lesser Caucasus Programme (ALCP) in Georgia, illustrating how a single impact assessment could assess attribution for multiple interventions.
Capturing Wider Changes in the Market or System
- Achieving changes in markets: The MDF Framework for Defining and Populating Pathways for Systemic Change, 2015. This strategic guidance explains how MDF thinks about influencing market systems, using six key parameters: autonomy, sustainability, resilience, inclusiveness, scale, and women’s economic empowerment.
- Measuring Systemic Change – the case of GEMS 1 in Nigeria, 2015. This case study explains how GEMS 1 define and measure wider changes in the market system due to their interventions.
- Making sense of ‘Messiness’: Monitoring and measuring change in market systems. The case of Samarth-NMDP Nepal, 2014. This case study, produced by Samarth-NMDP and the Springfield Centre, describes the tools and processes that a DFID-funded programme in Nepal, Samarth-NMDP, uses to help deal with market system ‘messiness’, building on existing good practice in monitoring and results measurement from the DCED Standard.
Using Results for Adaptive Management
- Using Information on Results in Program Management – The case of Samarth-NMDP in Nepal, rev. 2017. Using information effectively to help manage a program enables the program team to build on what is working and to change or discontinue what is not. This case describes the system and tools that Samarth Nepal Market Development Program (Samarth-NMDP) have developed to analyze information on results and use it to adjust interventions and strategies.
- Building a Learning Culture- The Case of the Market Development Facility in Fiji, rev. 2017. Experience has shown that a culture of learning is the foundation of an effective results measurement system.This case study describes the strategies and experiences of the Market Development Facility (MDF) in developing a learning culture.
- The ILO Boss Project in Timor-Leste, 2015. This case study shows how the DCED Standard can be used to verify impact through theory, and why this is particularly useful when changes that were expected are not happening.
- Developing a Program Specific Monitoring and Results Measurement Manual, 2015. This guidance note provides an annotated outline of a program-specific MRM manual illustrated with examples from actual programs. To download this case study as a pdf, click here. Alternatively, view it as a webpage.
- Navigating Complexity: Adaptive Management at the Northern Karamoja Growth, Health, and Governance Program, 2014. This case study reviews the experience of a Mercy Corps programme in Uganda. Although not specifically about the DCED Standard, their experience of adaptive management is extremely relevant.
- Experiences in M&E to date, 2012. This paper from Peter Roggekamp describes his experiences in building a full M&E system, and ensuring that results are used to manage programmes.
Sector-Specific Case Studies
- Applying the DCED Standard to an Environmental Project: The Case of EcoVecindarios in Bolivia, 2015. This case study describes how SwissContact has applied the DCED Standard to EcoVecindarios, a project that is primarily concerned with environmental change.
Business Training and Skills Development:
- Using the DCED Standard in ILO SCORE, 2015. This short discussion paper suggests five lessons from the use of the DCED Standard in ILO SCORE, and the audit of ILO SCORE India.
- Tractor leasing, DFID/PrOpCom Nigeria, 2011: This case shows how all the elements of the Standard have been integrated into activities. It illustrates the translation of results chains, with projected impacts, into a measurement plan. Also see their assessment of systemic change brought by this programme.
- Maize production in Bangladesh, Swisscontact Katalyst, 2011: Katalyst is advanced in its work towards the Standard. The case outlines its experience with each component of the Standard, providing examples of how results measurement has improved programme management. It also includes a detailed measurement plan.
- Palm oil production, GTZ Thailand, 2010: In this case study, all the elements of the Standard have been integrated into the results measurement system, and results measurement is part of regular programme management. It shows the transition from a sector-level results chain to a measurement plan, with example measurements and projections.
DCED Global Seminars on Results Measurement
2016 Seminar on Results Measurement
The third Global Seminar took place in March 2016; it featured presentations and discussions on cutting-edge themes such as measuring women’s economic empowerment, assessing attribution, measuring job creation, and using results information to manage programmes. Sessions included plenaries and break-outs, with time for discussion between the 130 participants. The full agenda, presentations and relevant links are available from the dedicated page – which also includes a final summary report.
2014 Seminar on Results Measurement
The second Global Seminar took place in March 2014, featuring the experiences of 10 field programmes that have used the DCED Standard for Results Measurement; it also looked at cross-cutting themes, such as what we have learned to date about the audit process, and the interface with evaluation. For more information, presentations and handouts, go to our page for the 2014 Seminar.
2012 Seminar on Results Measurement
For all of the presentations, additional materials, and video interviews with many of the speakers at the 2012 Seminar, click here.