Beruflich Dokumente
Kultur Dokumente
Measurement and
Evaluation: Learning in Real
Time
Peter Greenwood
Non-Zero-Sum Development
ME&L framework
LogFrame
Stakeholder interviews
Innovation scoreboard
Learning
2
Monitoring and measuring for
learning
COFISA: systemic, holistic, breaking new
ground (experimental)
Building linkages, networks: individuals and
institutions
Stakeholders are part of the target system
Innovation system ÍÎ Knowledge society
3
Qualitative
Wide-ranging
COFISA
Monitoring,
Evaluation
and Learning
Quantitative and Analytical
Quantitative Outcome and Impact-oriented
Output and Outcome-oriented
Objective, data-based approach to
Logical Framework: measure outcomes. Analytical
• Overall Objective and Purpose assessment of innovation-related
• Specific Objectives indicators at a national and provincial
level:
• Results
• Baseline study
• Indicators (activity-level)
• Innovation Scoreboard
Defined: 4 Specific Objectives, 13 • Summative assessment of indicators
Results; 72 Activity-level Indicators.
4
Assessing the LogFrame
5
Innovation scoreboard
Available indicators not adequate to assess
COFISA:
Data insufficiently disaggregated to identify COFISA’s target
populations
Lags in the likely impacts of the COFISA programme would
mean that the assessment timeframe was not adequate to
capture the results
Potential micro-level surveys could address
partially some of these short-comings from
available data
6
Innovation scoreboard
Scoreboard dimensions
Knowledge Demand Indicators (19)
Knowledge Mobilization Indicators (8)
Knowledge Input Indicators (10)
Knowledge Output Indicators (4)
Knowledge Flow Indicators (3)
Baseline
Gaps in data
7
Example Scoreboard Indicator:
Knowledge and technology intensity of
manufactured goods
8
Stakeholder interviews
Stakeholder inputs on a wide range of issues
Interview set usually focused on an aspect of
COFISA
Face-to-face or by telephone
Flexible interview framework
Qualitative, subjective feedback based on
perceptions
Insight into dynamics, inhibitors, hurdles
(actionable inputs where possible)
9
Interview framework
1. Objectives
2. Linkages and alignment
3. Governance
4. Implementation
5. Achievements
6. Other
10
Inception
Put governance structures into place
Adequate, formal inception phase
Build the Core Management Team
Ensure continuity of thought leadership
11
Alignment and linkages
Formulate and articulate a clear position
and message concerning ‘alignment’
12
Stakeholder management and
awareness raising
13
Resources, workplan and
administration
Adequate time and energy should be allocated
to allow staff, both individually and as a team
(and especially local staff), to undertake learning
activities
Special programmes such as COFISA require
customised administrative procedures
14
Making a contribution
Specific projects and activities: initiation
and contribution to a range of such
initiatives
Facilitating and enabling role: promoting
engagement and collaboration between
practitioners and institutions
15
Some of the value add
Identifying and filling the gaps
Starting to break ‘silo thinking’
Triple-helix (multi-helix?) collaboration
Introducing key concepts and the
language of innovation
World-class expertise with fresh
perspectives
16
Scope for raising the level
To what extent has COFISA changed and
enhanced thinking and activities within DST?
Inadequate physical presence in the Eastern
Cape
More attention needed on innovation hygiene
factors
17
Continuation
Unique role: facilitating networking and
collaboration
An agency:
Distinctfrom government (honest broker)
With legitimacy and credibility
Agile, passionate, expert
18