An Introduction to an Integrated P,M&E System developed by IDRC

Kaia Ambrose

October, 2005

Outline

1. A little context: my perspective

2. OM and IDRC

3. Key aspects of OM

4. Stages of OM

5. A few lessons from the field

My perspectiveEcoparEcuadorian NGO - research, training and capacity building for natural resource conservation

The Ceja Andina Project

Sustainable use of agriculture and forest biodiversity in the ceja andina (cloud forest) region of the northern Ecuadorian Andes.

Research-oriented (traditional and participatory), social learning processes, policy development and strengthening of local government.

Planning, Monitoring & Evaluation

concerns in the Ceja Andina Project

How can PM&Ebe a participatory process conducive to social learning andgood decision making?

How can we makelearning & action on-going, iterative?

How can we (as anorganization) learn from the project in order to improve the way we intervene?

How can we bring creativity and interestto the PM&E process?

How can we identify our contributions to development “alongthe way” and not just downstream?

Origin of OMCreated by the International Development Research Centre (IDRC) between 1998 and 2000 as a response to difficulties faced by their programs and projects

“Measuring” the unmeasurables

Focusing on & measuringdownstream impact

Endogenous decision-making processes through PM&E

What is Outcome Mapping?

An integrated planning, monitoring & evaluation approach

An approach that defines outcomes as changes in the behaviour, relationships and actions of stakeholders / partners

A methodology that characterizes and asseses the program’s contributions to the achievement of outcomes

An approach for designing in relation to the broader development context but assessing within your sphere of influence

OM Key aspects • Development occurs in open, complex and dynamic

systems • Development changes are determined by multiple

causes, factors and actors• Recognizes multiple logics, non-linear relationships,

uncertainty, virtuous and vicious cycles in development processes

• Considers relationships and influences among the partners

• Attribution of results is not always possible

• Importance of change as an ongoing process

• The Program as an organizational unit is an “agent of change” and “subject to change”

Key differences

• Key differences with conventional PM&E approaches:– Linear, cause-effect, thinking contradicts the

understanding of development as a complex process that occurs in open systems

– So ... No claim attribution, just assessing contribution by those with whom programme works directly

– Focus on changes in behaviours and relationships, not just actions

Assessing Development Results (in this case, Outcomes)

Behaviour

Changes

Assessing Internal Performance

Program

Behaviour

Changes

Assessing Influence

Program

Behaviour

Changes

Program’s Sphere of Influence

= Program`s Boundary Partners

The World

Beyond

Program

OM as a process– Encourages a “culture of reflection and

evaluation” in all stakeholders’ involved– Enables social learning– Supports empowerment and self determination

through participation and iterative learning– Facilitates more equitable dialogue processess– Facilitates organizational learning

Decisionmaking and

action

Characterizing and Assessing Outcomes

BoundaryPartner

Organizational Practices

Outcome Challenges& Progress Markers

StrategyMap

Program

Outcome Journal

Performance Journal

Strategy Journal

Outcome Challenge 1

and PMs

Outcome Challenge 4

and PMs

Outcome Challenge 3

and PMs

Outcome Challenge 2

and PMs

Vision

Mission

BP1Farmer Groups

BP2Rural Schools

BP3Municipalities BP4

Local NGOs

Ceja Andina ProjectEcopar

(organizational Practices)

To enable the sustainable use and restoration of biodiversity and

agrobiodiversity in thenatural and cultural landscape

of the ceja andina

Strategy MapsStrategy MapsStrategy Maps Strategy Maps

Aspects that can be improved• Situation and stakeholder analysis explicitly

incorporating questions to enable us to articulate a social change theory

• Identify a set of complementary tools that can be applied in each of the OM steps according to the users needs

• Facilitation questions to define M&E priorities• Deepen the principles of Utilization Focused Evaluation• More attention to risk understanding and management

(i.e. risks against powerful political/economic forces)

http://www.idrc.ca/evaluation