Monitoring Progress in OM Julius N Nyangaga and Charles Warria
Monitoring elements: Changes in behaviours, actions, activities and relationships among the key boundary partners - the Progress Markers The Strategies the Programme is employing to encourage the changes The functioning of the Programme as an Organizational unit Session Seven
Monitoring elements: Changes in behaviours, actions, activities and relationships among the key boundary partners
What progress markers have been achieved?
What evidence demonstrates these changes?
Mapping of Outcomes !!!! Session Seven
Monitoring elements: The Strategies the Programme is employing to encourage the changes
What mix of strategies are we employing?
Are our partners satisfied? Is there transformation?
Can we improve?
Improving effectiveness and efficiency!!!! Session Seven
Monitoring elements: The functioning of the Programme as an organizational unit
How are we doing in helping our partners?
Are we learning from experience?
Learning and changing. Being relevant!! Session Seven
Monitoring Challenges: Takes time, resources, commitment and effort
Requires getting together to collect and reflect on data and program’s work;
Not too frequent
Not to far apart
Suggestion of every 2 – 3 months
Monitoring plan (help prioritize): : Priority: Boundary partner progress Program Strategies Program Organizational Practices Proposed Tool: Outcome journal Strategy journal Performance journal Session Seven
Developing an Outcome Journal Work dating from … to …(Reporting period): Contributors to monitoring update: BP’s Outcome challenge: LMH measure (Your rating of achievement, e.g. Low = 0 – 40%, Medium = 41 – 80%, High = 81 – 100%) LMH Progress Marker Who
Developing an Outcome Journal LMH Progress Marker Who Expect to see the BP … Like to see the BP … Love to see the BP …
Other (quantitative) indicators of Outcomes Work dating from … to …(Reporting period): Description of change:
Sources of evidence:
(e.g. Survey, PRAs & Group discussions)
Reports quoted (authors)
Un-anticipated change: Lessons/Required program changes/Reactions:
Developing a Strategy (Activity) Journal Or I-1, I-2, … E-3 Work dating from … to …(Reporting period): Contributors to monitoring update: Strategy being monitored: Strategy type (C-I, P-I, .. S-E) Describe the activity: (What did you do? With whom? When?) Effectiveness of strategy: Outputs:
Developing a Strategy Journal Describe the activity: (What did you do? With whom? When?) Effectiveness of strategy: Outputs: Required program follow-up: Lessons: Date of next monitoring meeting:
Developing a Performance Journal List the organizational practices: 1. Prospect for new ideas, opportunities, resources 2. Seek feedback from key informants 3. Obtain support of next highest power 4. Assess and (re)design products, services, systems and procedures 5. Check up on those served to add value 6. Share your best wisdom with the world 7. Experiment to remain innovative 8. Engage in organizational reflection
Developing a Performance Journal Work dating from … to …(Reporting period): Contributors to monitoring update: Practice 1: Prospecting for new ideas, opportunities, resources Example or Indicator: Sources of evidence: Lessons:
Developing a Performance Journal Practice 2: Seeking feedback from key informants Example or Indicator: Sources of evidence Lessons: Practice 3: Obtaining the support of your next highest power
Monitoring plan (Prioritize): : Session Seven Monitoring priority Who will use? Purpose When needed? Who will use? Who will collect? How often? Proposed tool Achievement of outcomes Outcome Journal Program Strategy (ies) Strategy Journal Program Org’nal Practices Performance Journal
Conclusion It is recommended to combine the OM monitoring approach with other M & E approaches to make the process inclusive and the results more acceptable Note … Because OM enables a team to use ongoing feedback to track progress, make corrections and report results at any stage of an initiative .
for more information and to share your experiences www.outcomemapping.ca www.idrc.ca/evaluation www.mapeodealcances.net “ Not everything that matters can be counted, and not everything that can be counted matters” - Albert Einstein