So, how do we know what measurements we need? One way to start is to find out what information others have collected—. Randall Blair, principal researcher at the evaluation consulting firm Mathematica, helps foundations and government agencies determine the best types of programs to invest in. Blair, who is also a new Rotarian, says a good starting point is to simply search the internet early in your planning and use the large amount of data that’s available.

You can search for a big concept, like ‘reducing maternal mortality or proven methods to increase literacy.’ “To make the search more effective, add the names of trusted international organizations like the United Nations and the World Bank’ Blair says. “This kind of early phase research helps identify solutions that are already known to work—as well as vetted measures of success.” 

In terms of how we collect the information we need, no one method fits every situation. For some projects, large-scale surveys are the best way to gather information about the results. For others, the outcomes might be assessed using economic indicators, interviews with community members, or focus group discussions with parents and officials. 

Determining how to collect data can also involve using Rotary members’ renowned networking power. Rotary clubs can easily find and work with local government entities, nongovernmental organizations, universities, or other research institutions that von Bierbrauer says already have “the skills, knowledge, and networks to strategize and conduct quality measurements, collect and manage data, and analyze effectiveness.”

Mejias used that approach for a project in Uganda. She connected with a local university that was instrumental in developing a baseline survey of indicators in the community. University students went house by house to conduct the survey. Mejias says that Rotary members could have similar roles gathering data, while delegating the analytical work to a partner.

We should also establish how often we’ll collect information, says Viveca Serder, a technical coordinator for the Cadre in basic education and literacy: “If we don’t know the starting literacy rate, we can’t measure our success — so we have to do this from the very beginning.”  

Next, she says, think about: “What will happen? How should we use the money? Then, write down your thoughts about what you want to happen in one year, two years, and after Rotary leaves a project. All of this is important to do early on, so the intended long-term effects are part of the project design and we know where we are starting from and what changed because Rotary was there. Many times, that will need to be assessed  years after a project ends.”

This method of designing a project — identifying your desired results and the steps needed to get there — is a process known as a theory of change. It can apply to initiatives of any size.

“It’s a road map of what’s supposed to happen,” Blair says. “For example, in a teacher training program, you first document the money you will spend on training, how you you plan to target schools and teachers, and what the training will include. Then, you can plan out the behavior change and benefits that you expect from the training, provided your assumptions hold. Will teacher engagement with students go differently, and will students better master the material through that engagement? Anything that results from the training is something we can measure along the way.”

However you define your theory of change, having what Blair calls “your vision for success” will help you make a bigger difference. 

“As long as everyone uses that same plan detailing how you’ll achieve your desired results, your project will benefit,” Blair says. “Through this, years later, you will have changed the system of behavior so that it never goes back to how it was before. That’s impact.”

Saturday Thrift Shop Roster