(The pump is circled. Dark bars indicate where the people who died from cholera in the first week of the epidemic had lived.) At the time, Snow was almost alone in suspecting that cholera was a water-borne disease, while everyone else believed that cholera was spread by bad air. Snow appealed to local decision makers and the handle was removed so the pump could not be used. Although skeptical of Snow’s interpretation of the data he had collected, they were desperate to end the epidemic, which had killed about 500 people in a week. Figure C12-2: Map by Dr. John Snow However, as in many cases, valid and verifiable data were not enough. People refused to accept that the water pump was the source of the cholera outbreak. Water from that pump looked better than water from other (uncontaminated) pumps. After the epidemic subsided, the water pump handle was replaced. Despite the evidence, Snow’s theory about how cholera was spread was unpalatable and it was some years before people were persuaded by the data compiled and mapped by Snow and other investigators. Champions of data, the information deduced from the data, and the implications for action are key to ensuring that data are used to guide action. Usually there are one or more people who believe that available information from an M&E system can assist with a particular problem. Seeking out these decision makers and showing them how valid data can help solve a problem is an important step towards getting data used. 4.2. Using information creates a joint and shared understanding of problems, and builds unity of action Information, if presented clearly and objectively, provides a common basis for creating a joint and shared vision. Looking at an objective set of information allows common conclusions to be drawn (or at least differences in opinions understood and discussed). Using information helps stakeholders to sit on the same side of the table, each envisioning how he/she could contribute towards addressing the problem.
Chapter 12
Commenting on what happened when her school started to compile data and extract information to inform contentious decisions, the school head said: “The biggest change is that our school went from a group of individual teachers to a community.” (Ailen Dickey, Principal and Data Coach, Wildflower Elementary School, Colorado Springs, Colorado) 424
Making Monitoring and Evaluation Systems Work