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Module        ?  Activity- and Output-based Measures for Effective Knowledge Management
       8             ?   ?  Activity- and Output-based Measures for Effective Opportunity Management


                      Measures for timely completion of activities and outputs



                  3.3.1 Outcome-based Measures for Improvements in Policies and Policy
            9-12 December, 2013  At the highest level of the monitoring and evaluation framework are measures necessary to track
                  Processes



                  improvements in policies and policy processes.  Measurement should relate to the change statement
                  you  identified  in  your  impact  strategy  (See  Module  3). An  example  is: “…the  Poverty  Reduction
                  Strategy Paper planning and implementation process is adjusted to increase attention to environmental
                  degradation,  protection  and  rehabilitation  based  on  the  findings  of  the  assessment.”  Measurement
                  should also track other observed improvements in policies and policy processes.


                  Attributing improvements in policies and policy processes to your IEA process will, in most cases, be a
                  difficult or impossible task. It is not critical for these measures that you be able to attribute sole credit
                  for the change to your IEA; what is most important is that the change occurred. Your measures for
                  effective relationship management might still help you better understand the role of your IEA in higher-
                  level policy improvements.



                  3.3.2 Outcome-based Measures for Effective Relationship Management

                  Relationships  among  people  jointly processing  and  communicating  ideas  are  what  initiate  change.
                  Module 3 called for identifying those persons or groups of persons who are in positions to make
                  the decision or to effect the changes you desire. While these persons could be considered a primary
                  audience of an IEA, the people who lean in to whisper advice into the ears of the policy and decision-
                  makers are also an important target audience with whom to build relationships.


                  Other important relationships to manage include people in civil society who can bring pressure to
                  bear on decision-makers; those who can support, reinforce and strengthen your recommendations, in
                  particular the academic community and other research institutes; and the media, through whom you
                  reach the public and influence decision-makers.


                  Possible measures to monitor and evaluate for effective relationship management include the following
                  (Table 2).










                    22       Monitoring, Evaluation and Learning for Improvement and Increased
                             Impact of the IEA Process
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