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Welcome to the Improving Development Evaluation Podcast.

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I'm your host David Wand and welcome to season one,

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episode four, part one.

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The International Development Organization

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where you're going to talk about in this episode,

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part one is the Ghana Rural Integrated Development

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International Organization or SHORTGRID, G-R-I-D.

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You can learn more about this

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International Development Organization

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if you check out their website at www.GRID.org.

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Their headquarters is located in Milton, Canada

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and the Ghana Rural Integrated Development

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is doing a project called

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Improving the Well-Being of Rural Women and Girls in Ghana.

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And the cost to the Canadian taxpayer for this project

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is $1,337,797.

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Now before I briefly describe the services

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delivered for this project,

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I'm going to first talk about the performance measurement framework

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that I acquired through an access to information request

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for this project.

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The PMF or performance measurement framework for this project

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has 18 outcome indicators measuring seven outcomes.

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And based on my review of this performance measurement framework,

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I have come to the conclusion that only two out of these 18 outcome indicators

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properly measure the outcomes.

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And therefore I cannot support GRID's claim

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that they have achieved their project outcomes

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with their project services delivered.

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In a breakdown of this summary of the 18 outcome indicators,

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11 of the outcome indicators do not measure the outcome at all,

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but something else not related to the outcome.

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Another three outcome indicators do measure the outcome,

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but they have no comparison group outside of the project.

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So that means women and girls outside of the project

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could have also achieved the outcomes at the same amount

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or even better than the project itself.

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Another outcome indicator asks people how they feel

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about achieving the outcome rather than measuring objectively the outcome.

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And one other outcome indicator measures the outcome,

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but not frequently enough to claim that the services achieved the outcome

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rather than other factors.

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So that's my conclusion for the performance measurement framework.

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And if you want to receive the performance measurement framework

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for this project or and or the summary of all of the 18 outcome indicators,

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feel free to email me at evaluatecanadaaid at gmail.com

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and I would be happy to send those documents to you.

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And also if there's any evaluation experts out there

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that would like to be on my podcast to also critique

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the performance measurement framework for upcoming episodes,

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feel free to email me.

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I will be happy to send you those performance measurement frameworks

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that I have acquired through an access to information request.

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Now the services for this project, there were four target groups

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that these services were being delivered to.

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And those four target groups were number one, women.

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And the focus of the project was to train them on how to grow and sell peanuts

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and how to raise and sell goats.

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In addition to that, they were also trained on safe food preparation,

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healthy behaviors and how to access markets to sell those peanuts

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and sell those goats.

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A second target group were women co-op leaders

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and they were trained in leadership, also peanut farming and animal husbandry

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and also in acquiring knowledge on women's concerns.

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And a third target group were women and men

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and they were trained in household financial management.

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And a fourth target group were girls and young women

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who received cash and scholarships at the secondary school level

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and at the post-secondary school level.

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So those services for those four target groups when delivered

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were expected for the project to achieve one of seven outcomes.

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And those seven outcomes taken from the performance measurement framework are,

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outcome number one, increased ability of responsibility bearers

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to protect the rights of women in rural northern Ghana.

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The second outcome, improved ability of women from 30 rural communities

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to advocate for their well-being.

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Outcome number three, improved access to senior secondary

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and post-secondary education by young women in 30 rural communities.

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Outcome number four, improved knowledge and skills

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in managing sustainable, resilient and productive agricultural livelihoods

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by adult women in 30 rural communities.

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Number five, improved participation in equitable household

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and community decision-making by women in 30 communities in rural northern Ghana.

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Outcome number six, increased participation in sustainable productive work

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by women in 30 communities in rural northern Ghana.

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And outcome number seven, improved well-being of women and girls

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in 30 rural communities in Ghana's northern and Brongahafu regions.

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So there you have the outcomes and the services.

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Now, for this part one, I'm just going to give you three examples

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of some outcome indicators for some of the outcomes in the project

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where they run into these various problems of poor measurement

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or no measurement at all.

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And despite the small size of this project, only over a million dollars

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if you've been following the podcast, the other projects I've been reviewing go,

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you know, anywhere up from five million dollars up to 37 million dollars.

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But in this example, I want to give some credit where credit is due.

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And as I'll get into detail here, you'll notice that some

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of the indicators are quite good as they start to actually measure incomes

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for expected immediate outcomes or longer term outcomes for training on how to grow

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and sell peanuts and how to raise and sell goats.

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So we'll get right into it now.

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So let's take a look at the outcome.

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Number four, improved knowledge and skills in managing sustainable, resilient

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and productive agricultural livelihoods by adult women in 30 rural communities.

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One of the outcome indicators for this outcome number four is, and I quote,

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number of women able to produce nine bags of peanuts on one acre farms.

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Not bad.

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They're getting close.

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If you learn how to grow and sell peanuts, eventually you're going to make income

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from selling those peanuts, but before you make the income from selling the peanuts,

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you have to be able to know how to grow and sell the peanuts.

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And so they're actually getting close by saying, let's take a look at the bags

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of peanuts that you've produced, which is pretty good.

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Only problem is those nine bags of peanuts could be empty.

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So I would suggest it's going in the right direction, this outcome indicator,

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but ideally what you'd like to do is weigh the bags of peanuts to see the weight

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of the peanuts that they've actually been able to harvest.

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So I would change the number of bags to the weight in kilograms, and please change the number

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of women to the median weight of peanuts produced by these women, along with the number

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of women in the project that were producing the peanuts that are associated

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with the median weight in kilograms of peanuts produced.

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The interesting thing about the performance measurement framework is

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if you take a closer look at it, you'll notice that the project staff are responsible

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for coming up with how many women produced nine bags of peanuts.

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Slight conflict of interest there.

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They review the project harvest records, as it says in the performance measurement framework.

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That should ideally be done by a third party.

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They should just go in and go to the women and say, show me your peanuts.

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Let's weigh them.

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That's a more accountable and transparent way of coming up with this weight

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in kilograms of peanuts produced.

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So that's a good indication that this organization, GRID, is going in the right direction.

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They're saying, show me your peanuts, but you want to get the weight, ideally.

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That's what you'd like to do.

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So the second outcome, outcome number two, improved ability of women from 30 rural communities

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to advocate for their well-being.

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The indicator here, one of them, is the percent of women co-op leaders able to identify one

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or more things, quote, they plan to lead their co-ops and their communities in doing

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to improve quality of life.

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The problem with this indicator is the plan to lead does not measure improved ability

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to advocate.

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It's too soft.

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It's too indirect.

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Also, a plan to lead is not advocating.

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The performance measurement framework shows this is done through focus group discussions

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with these women co-op leaders.

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That's not good enough.

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What you could do is, since you're training these women co-op leaders to be technically

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able to advocate, you should test them objectively on their ability to advocate.

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So for example, you could look at some advocacy or communication documents that they've produced

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and score them.

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And you could also look at their presentation skills, because I presume that they have to

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advocate to somebody, maybe the government, local government, people, governments that

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are going to respond to the interests of these women.

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So you have to see what their presentation skills are also.

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These are just examples.

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But the point is, a plan to lead is not good enough.

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If you're training them on how to advocate, you're training them how to lead, then you

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should objectively measure their ability to lead and their ability to advocate.

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So you could check out their documents that they're producing for advocacy on their quality.

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And you could check out their communication presentation skills on advocating.

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And you could score those.

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In addition, even if their technical ability to advocate does go up after the training,

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you need to have either frequent measures to show that, or a comparison group of women

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who've been not trained by the project, but are advocating for women in some other part

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of the country that are not in the project, because you would expect women who've been

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trained in this project to have better levels of advocacy skills.

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The same goes for, back to the other outcome, for the weight of the peanuts.

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You would expect women peanut farmers in Ghana, for example, outside of the project, to have

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lower median levels of weight of peanuts compared to the project where they were actually training

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them on how to sell and grow peanuts.

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So it would be helpful also to have a comparison group there too.

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Another example is outcome number six, increased participation in sustainable, productive work

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by women in 30 communities in rural northern Ghana.

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The indicator here is the percent of women earning at least $500 per year through productive

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work.

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As you can tell, the indicator earning income has got nothing to do with increased participation.

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Now you could argue that if they are increasing their participation, eventually their incomes

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are going to go up from doing that agricultural work, which is fine.

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And in fact, it's an excellent start for this organization to start measuring incomes, rather

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than asking them how they feel about their incomes, actually starting to measure.

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The only thing I would suggest here is, once again, like the number of bags of peanuts,

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here instead of just measuring the percent of women who earn $500 or more per year through

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the selling of peanuts or the selling of goats, they could simply get the median income for

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each of these activities for selling peanuts and for selling goats.

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But it's still useful because they're moving in the right direction by looking at income.

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And also again, they should have a comparison group of women outside of the project who

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are also selling peanuts and raising, selling goats to see if their incomes, their median

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incomes are lower.

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And that in fact, what we would do is instead of the percent of women, you would just have

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the median income for these women and the median income for another group of women in

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the country that have not been part of this project and compare their incomes.

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Because you would obviously expect the project training to be better at training them and

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their incomes would go up and that those income levels would be greater than the median income

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of the women who do not have the benefit of the training from the project.

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We don't know as you know, if that's going to be the case unless you have a comparison

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group.

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So those are just some examples of where the outcome indicators do not properly measure

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the outcomes.

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So what I'm going to do now is share the summary of all of the 18 outcome indicators along

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with the performance measurement framework with the representative from the Ghana Rural

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Integrated Development Organization and invite them to respond to this critique of part one.

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We'll make sure that we go through at least seven outcome indicators covering the seven

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outcomes in the project.

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But ideally we'd like to go through all 18 to explain why they believe or why they disagree

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with these indicators being a problem in supporting their claim that they've achieved their outcomes.

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And then once we finish part two, we will send it to the Minister for International Development

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as well as the shadow critics for the opposition party and the third party recommending that

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again immediately the performance measurement framework for this project and all future

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projects for this organization and for all organizations for that matter be included

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on the global affairs Canada project browser website so that everybody can see that these

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performance measurement frameworks actually show the flaws that we've discussed.

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And ideally the second recommendation would be to begin starting to properly measure the

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outcomes with better outcome indicators such as three examples I have provided in this

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part one.

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Thank you for listening and stay tuned for episode four part two featuring the Ghana

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rural integrated development international organization.

