Fundamentals

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  Do ensure that the diagnostic process leads to the design of activities that address the barriers identified and do select indicators that measure progress specific to these activities. Frequently, project design lacks a logical link between the issues (barriers) identified at the diagnostic stage, the activities formulated to address those issues, and the indicators selected to track results under each activity. This can result in ineffective and/or cost-inefficient interventions.

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  Do consider M&E from the outset and as an integral part of project design. Articulating anticipated project results, indicators, and targets at the earliest possible stage will increase the likelihood that outcomes will be achieved, and project objectives will be met.

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  Do select indicators from a standardized list whenever possible. Avoid reinventing the wheel if appropriate indicators are available. Using standardized indicators will enable aggregation of results over time, facilitate corporate reporting, and contribute to the global knowledge base on effective design and implementation of digitally enabled women’s economic participation projects.

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  Do select indicators for which information is likely to be available and affordable to collect and that does not place burdensome demands on project beneficiaries. Overly time-consuming and cumbersome data collection processes are likely to discourage follow-through by project participants and are not a cost-efficient use of time and resources.

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  Do capture quantitative indicators and qualitative information. Although quantitative indicators are easier to verify and are directly comparable between individuals, qualitative information is important and provides complementary information that is helpful in determining the “why” behind quantitative indicators (United Nations Foundation and ExxonMobil Foundation 2015). This information can reveal the underlying issues affecting projects, whether impeding or contributing to their success.

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  Do collect baseline data, set realistic targets, and collect results data as you go. Collecting baseline data during pre-implementation will inform target-setting.

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  Do consider that project results may manifest outside the project’s formal completion date; collection of M&E data should begin while the project is underway and extend beyond its slated conclusion. Baseline data is a critical first step toward effectively measuring an intervention’s benefits. Intermediate and final outcomes of a given intervention may take time to emerge.

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  Do consider the strengths of and gaps in the results measurement system that will generate the data on indicators. Data reported are only as good as the system that produces them. Ensuring that an adequate system and resources (people, budget, equipment) are in place to collect, analyze, and report data is critical. It is advisable to use the client’s results measurement system rather than setting up a parallel one. Including an M&E systems assessment during preparation as part of the institutional assessment will help identify areas that need to be strengthened.

Specific Considerations for Women’s Economic Participation and Digital Enablers

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  Do employ a two-pronged approach, tracking progress both to assess activities meant to increase women’s economic participation and well-being and to determine the effectiveness and efficacy of the digital enablers supporting these activities. This will help to ensure that the technology is appropriate to the activity and reflects the context in which it is implemented, taking into consideration availability, usability, and infrastructure.

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  Do consider that for digitally enabled projects, data will often be provided by a third party, so partnerships are critical. For example, implementing projects related to mobile savings or expanding market access often requires women to use and deploy new technologies made available through project partners. To track project success, data from entities such as mobile network operators, banks, or sales platforms must be collected. It is important to build strong partnerships from the onset with well-defined roles and responsibilities, including a clear reporting flow framework or map that all partners understand.

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  Do consider that evidence is limited on what works to advance women’s economic participation and well-being, particularly when deploying digital technology. While designing interventions based on evidence is always preferable, this can be particularly challenging for the emerging field of digitally enabled WSME projects. It is important for projects to use M&E to have a means of ensuring that activities are on track for achieving project objectives. Careful selection of appropriate, measurable, and time-bound indicators will help assess progress, show attribution, and build knowledge that can be used in future projects.

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  Do consider both the economic and empowerment outcomes when measuring interventions aimed at in-creasing women’s entrepreneurial activity. Too often project teams limit their focus to indicators related to the project’s tangible outcomes, such as new skills acquired, technology deployed, markets accessed, income increased, or employment generated. It is equally important for M&E to encompass corresponding outcomes related to improvements in well-being, community and household decision making, negotiation power, and so on. If these intangible outcomes are not captured, project findings will not reflect at a more holistic level whether the desired development goals are being achieved. For example, outcomes assessment should include not only that women are earning increased income but also how and where that income is spent.

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  Don’t select too many indicators. Focus on those most important for measuring key outcomes and managing project activities. Dealing with a long list of indicators that do not provide useful information for course correction or measuring progress is a waste of time and effort.

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  Don’t simply sex-disaggregate data. Ensure that the indicators selected are tailored to the particular conditions affecting women beneficiaries. Too often projects just track the percentage of women who participate and go no further in designing and measuring progress toward reducing the specific barriers faced by women.

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  Don’t limit indicators to outputs. Projects should also strive to incorporate indicators that measure outcome or even impact-level results such as improved business performance. Similarly, effects such as a strengthened decision-making ability, increased well-being and confidence, and life satisfaction may also manifest at the impact level.

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  Don’t consider project activities as static; use ongoing data collection to refine and course-correct, if necessary. Continuous monitoring of data during implementation allows projects to draw on real-time information to make adjustments that improve delivery and outcome achievement.