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Creech, H. (2001) ‘Measuring while you manage: Planning, monitoring and evaluatingknowledge networks’, International Institute for Sustainable Development (IISD)(www.dgroups.org/groups/pelican/docs/Creech2001_measuring_while_you_manage.pdf).Crewe, E. and J. Young (2002) ‘Bridging Research and Policy: Context, Evidence and Links’,ODI Working Paper 173, Overseas Development Institute (ODI), London(www.odi.org.uk/rapid/Publications/Documents/wp173.pdf).CTA (2006) Strategic Plan 2007-2010, ACP-EU Technical Centre for Agricultural and RuralCooperation(CTA).Danish Ministry of Finance (2002) ‘Improving an Organisation through Self-Assessment: TheCommon Assessment Framework (CAF)’, presented at the Second Quality Conference for PublicAdministrations in the EU (www.2qconference.org/filer/404/CAF-english.pdf).David, R. and A. Mancini (2004) ‘Going against the flow: Making organisational systems part ofthe solution rather than part of the problem. The case of ActionAid’s Accountability, Learningand Planning System’, Lessons for Change in Policy and Organisations No 8, Institute forDevelopment Studies (IDS), Brighton (www.livelihoods.org/lessons/learning/GoingFlow.pdf).Davies, H., S. Nutley and I. Walter (2005) ‘Assessing the impact of social science research:Conceptual, methodological and practical issues’, Research Unit for Research Utilisation,University of St Andews (www.st-andrews.ac.uk/~ruru).Davies, R. (2003) ‘Network Perspectives in the Evaluation of Development Interventions: Morethan a Metaphor’, paper presented at the EDAIS conference, 24-25 November(www.enterpriseimpact.org.uk/pdf/Davies2.pdf).Davies, R. (2005) ‘Moving from Logical to Network Frameworks: A modular matrix approach torepresenting and evaluating complex programs’ (www.mande.co.uk/docs/MMA.htm).Davies, R. and J. Dart (2005) The ‘Most Significant Change’ (MSC) Technique; A Guide to ItsUse (www.mande.co.uk/docs/MSCGuide.pdf).DFID (2006) ‘Monitoring and Evaluation: A Guide for DFID-contracted Research Programmes’,Central Research Department, DFID, London (www.dfid.gov.uk/research/me-guidecontractedresearch.pdf).DFID (n.d.) Social Development Toolkit, UK Department for International Development (DFID),London (www.difd.gov.uk).Douthwaite, B. and J. Ashby (2005) ‘Innovation histories: A method for learning fromexperience’, ILAC Brief 5 (www.cgiar.ilac.org).Douthwaite, B., S. Alvarez, S. Cook, R. Davies, P. George and J. Howell (2006) ‘The use andpotential of impact pathways in the Challenge Program on Water and Food (CPWF)’, mimeo.Douthwaite, B. (2006) ‘Making explicit practitioners’ theories about how change happens’,Presentation given at the Institute for Development Studies (IDS), Brighton, 11 July 2006(www.ids.ac.uk/ids/aboutids/docs/practitioners_theories_for_change.ppt).100 | P a g e
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Membuat Perbedaan:Pemantauan dan Ev
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ISBN 978 0 85003 848 4Hak Cipta Ove
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Boks dan BaganBok 1. CGIAR, termasu
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Istilah dan SingkatanAARKajian Pask
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OECD-DACCommittee)OPMPARCCentre)Kom
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Ringkasan EksekutifMakalah ini bert
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1 Pendahuluan: Dampak non-akademik
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1.3 Beberapa Definisi mengenai Damp
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• Manajemen: Berbagai sistem dan
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• Bidang Kinerja V - Evaluasi has
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dan bagaimana caranya, apa saja asu
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Bagan 2. Bidang Analisis Pemangku K
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Indikator (atau indikator yang dapa
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yang potensial seringkali sudah cuk
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Bagan 5. Proses membangun Jalur dan
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Berbagai kejadian eksternal yang pe
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Working Group on Performance Measur
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2.1.4 Matrik-matrik ModularLevel: p
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(3) Sebuah Gantt chart dapat diguna
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manajer program. Mereka mengkaji pr
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untuk menentukan apakah mereka masi
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Organisasi yang terlibat diantarany
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Appreciative Inquiry merupakan suat
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Setelah melakukan wawancara secara
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Page 111 and 112: Dokumen yang terkait:• Wilson, F.
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