Through rigorous results measurement and analysis, we can provide evidence of the impact we are having on our beneficiaries, demonstrate to our clients and others the value of international development, obtain critical data that allow us to make informed management decisions, and share successful innovations and best practices.
We strive to give our projects the tools they need to serve our beneficiaries in the field, in design, implementation, and measurement. Our impact measurement plans and systems are guided by the same principles guiding project design. They are resulted-oriented, participatory and team-owned, detailed and operational, and linked to the project work plan via the results framework. Our projects’ comprehensive performance management plans provide an outline of indicators for measuring outcomes and impacts, as well as appropriate measurement and data collection methodologies.
As well, our internal standards for project excellence, AIMS, challenge us to evaluate the way our projects achieve, innovate, measure, and share. With measurement as a primary evaluation criterion, our project teams continuously assess themselves against key indicators and strive to improve processes. During a project’s lifecycle and after it closes, we use a variety of approaches to measure results and impact, including pre- and post- surveys, quasi-experimental designs, multipliers to assess the magnitude of our impact, monetizing benefits methodologies to show the impact of government policy reforms, and ex-post evaluation to assess the long-term impact and sustainability of our projects.
To measure the success of its partner municipalities in delivering services to Bosnian citizens, the Bosnia Governance Accountability (GAP) project conducts a periodic municipal capacity index (MCI) and citizen attitudinal survey. The MCI measures how well municipalities perform in GAP’s four areas of assistance: municipal service delivery; municipal administrative, budgeting, and financial management; capacity to administer capital improvement projects; and policy and accountability.
To demonstrate and measure impact, the project evaluates data from partner municipalities against data collected from another, eight-municipality control group. GAP’s citizen attitudinal survey, conducted annually, complements the MCI by measuring the percentage of citizens satisfied with municipal services. Project staff members conduct the survey during face-to-face interviews using questionnaires. They conduct the same survey in nine municipalities that don’t participate in GAP activities to assess whether the changes in citizens’ perception are attributable to the project’s support. The MCI showed that several municipalities improved their rating by 16 percent in a year and half, surpassing the three-year target of 15 percent.