The transversal components are methodologies and tools that can be used as a complement to other methodologies. strong> For example, a project can be evaluated using an Involved Analysis, Logical Framework and an SROI analysis. strong> p>
Likewise, one can advance in the application of some of these methodologies in an isolated way, to then include other components. p>
Analysis of involved h1>
It is a complementary technique strong> of others and is very valuable in itself both to be applied before, during and after a project. The analysis of the stakeholders is a fundamental instrument in social management that allows:
1. Identify those people and organizations interested in a specific project.
2. Establish who could be affected by the objectives of the same (in a positive and negative sense). P>
3. Explore who and how they can contribute or hinder the achievement of objectives.
4. Analyze who and how they have the capacity to influence the problems that must be faced.
Participatory methods allow active intervention in decision-making by those who are linked to the project strong>; generating a feeling of identification with the results and recommendations of the monitoring and evaluation process.
Participatory project management is a process that ranges from the identification of demands or project ideas, through planning and monitoring, to the final evaluation of the initiative. strong> It is participatory insofar as it seeks the integration of the different actors involved in the project for joint decision making.
Most significant change
The Most Significant Change (MSC – The most significant change ) is a qualitative methodology that serves to evaluate and monitor participatively the progress of a project without the need for indicators.
The CMS consists of collecting the testimonies of change, which occurred during a certain period, caused by the intervention of a project. Therefore, it allows complementing the formal monitoring and evaluation systems.
Cost Benefit Analysis
The cost-benefit analysis and the cost-effectiveness analysis are instruments to determine if the costs of an activity may or may not be justified by the results and effects. < /> The cost-benefit analysis em> measures the inputs and results in monetary terms.
The cost-benefit analysis technique has as its fundamental objective to provide a measure of the profitability of a project strong>, by comparing costs with the benefits achieved in the realization of it strong>. It should be used when comparing projects for decision making
The essential difference between the cost-benefit analysis and the ordinary methods of evaluating investments used by companies is the emphasis on social costs and benefits. The objective is to identify and measure the losses and gains in the economic well-being that society as a whole receives.
Cost efficiency analysis
The cost-efficiency analysis is a instrument to determine if the costs of an activity may or may not be justified by the results of a project or program in terms of efficiency. strong>
The main difference with the analysis cost-benefit is that the cost-efficiency analysis estimates inputs in monetary terms and results in non-monetary quantitative terms (for example, better reading scores for students).
Theory of change
The theory of change is a planning tool.
Built around the path of change (Map of the Theory of Change) describes the types of interventions (a single program or an integral initiative of the community) that produce the results described in the path of a map of change. Each outcome on the change path is linked to an intervention, revealing the often complex network of activity that is required to achieve the change.