Measurement of the longer-term impact of a programme (goal) and the achievements of its objectives is evaluation, which is carried out at the end or after the end of a programme cycle. For projects of a very long duration (i.e., over many years) it is common to conduct a mid-term evaluation for accountability and to verify that the process is proceeding as planned.
The project will be evaluated by looking at, for example, the attitudes and behaviours at that point in time compared to those documented in the baseline. It is then that the overall outcome of the implementation strategy can be determined. Have attitudes and behaviours changed? Have attitudes changed but not behaviours?
By integrating partner relationships, capacity-building and interventions in the programme framework, it is possible to measure aspects of partnership that relate directly to programming. Beyond looking at the changes in partners’ knowledge and attitudes about the child rights issues inherent in the programme (outputs) and their actions in implementing the activities effectively (outcomes), an evaluation would seek to verify that their involvement actually contributed to the measurable impacts of the programme. This is not always straightforward, but with good data documented in the design phase of the programme, and rigorous monitoring and evaluation, trends will be much easier to detect and analyse.
Returning to the example of a corporal punishment programme, monitoring has been conducted on a regular basis. At the end of the programme, the initial baseline data collected should be reviewed in light of the indicators for the objectives and the goal of the programme. Questions asked could, for example, include:
A thorough evaluation would seek to again collect the information sought in the baseline (assuming it is still deemed to be relevant), examine it in light of the baseline and then analyse those results along with the most significant findings of the monitoring process.
Finally, there are the organizational aspects of partnership that are outside of direct programming, though influencing it. Partnerships themselves have their own processes and outcomes. The governance aspects of partnerships are worth monitoring and evaluating in order to understand the dynamics that may strengthen or weaken them. Measurement would generally focus on values, capacity, communication and process. Some general indicators of good governance principles are: