Presented by Elias Damtew, ILRI, at the Innovation Platform Training Workshop, ILRI, Addis Ababa, 4 September 2014

1. Elias Damtew, ILRI
Innovation Platform Training Workshop, ILRI, Addis Ababa, 4 September 2014

2. • Objective: at the end of this session participants will
be able to:
 Capture basic concepts in IP monitoring and evaluation
 Comprehend why it is important to monitor and evaluate IPs
 Contribute to fine-tuning of AR IP monitoring and evaluation framework
 Identify IP TG members championing the M&E work at the research sites

3. Monitoring and Evaluation Definitions &
concepts
Innovation platforms for scaling SLM Handbook (2013)

4. Monitoring refers to a continuous process of systematic collection and
analysis of data on specific Indicators in order to generate information
on progress and achievement of a given objective.
It tries to track if there are discrepanciesbetween planned and actual
results and contextual changes, corrective action can be taken.
Monitoring is a more frequent form of reflection.
Monitoring must form the basis for evaluation and changes on the
way activities are executed

5. Evaluationis a periodic exercise that attempts to assess the relevance,
performance, and success of ongoing processes and completed
events.
Evaluation is a more complete, cumulative, and thorough process and
a less frequent form of reflection.
It usually takes place at certain points in time—e.g. mid‐term and
summative evaluations—and leads to more fundamental decisions.

6. Monitoring & Evaluation concepts
in the brave new world of IPs
InnovationplatformsforscalingSLMHandbook(2013)

7. In the context of innovation platforms, monitoringaims to assess the
functioning and effectivenessof IPs to improve policy and practice,
develop capacity and improve links among actors.
The information it gathers can be used to improve the management
of the platform and its activities, change policies, and promote larger
scale changes.
These changes occur at various scales—farm, community, market,
watershed, policy, research, etc.—and with diverse actors.
The monitoring system seeks to document and value these changes

8. Innovation platform evaluationinvolves assessing a longer journey of
the IP to see if the IP has indeed facilitated the delivery intended
outputs and outcomes that was initially planned.
It is an aggregate result of series of information collected through the
monitoring process that will help us determine if it was worth
investing on IPs.

9. Rationale
Despite the potential of innovation platforms, Attributing impact can
be difficult because often the problems
-Complex
-Hard to measure results
-benefits may be unforeseen or take time to develop
ILRI’s experience - Innovation platforms can be complex and challeng-ing
so effective monitoring is critical to ensure that they function
effectively and achieve their intended purposes.

10. There is a recognized need to develop participatory, accessible and
user-friendly tools that can be used to better monitor and evaluate
IPs.
Essential tomonitor and evaluate the role that these platforms play in
enhancing;
- communication, coordination, informationandknowledge sharing
- facilitatethedelivery ofoutputsandoutcomes
Monitoring and evaluation is, therefore an integral component of the
innovation platform formation, functioning and outcomes

11. Key steps in IP Monitoring and Evaluation
ESTABLISHING
• Engage stakeholders; Capacity building; Understanding
how to monitor and learn from platform activities and
outcomes; Definition of scope at monitoring; Decision
on feedback mechanism
SITUATION REVIEW
& PROCESS
SELECTION
• Identify key processes, Indicators and tools; Study
baseline data; Data processing and management
IMPLEMENTING A
SUSTAINABLE M&E
SYSTEM
• Backstopping and coaching and learning by
doing on how to use the tools
REFLECTION ON
FINDINGS
•What did we observe and learn; What part of
our methodology work and what did not?;
To whom do we communicate our findings;
What are our recommendations?
ACTIONS
•make recommendations; Present ideas for
change or adjustment in IP strategies and
procedures; Publish proposed changes

12. Performance Indicators and tools
An Indicator is something that helps you understand where you are,
which way you are going and how far you are from where you want to
be.
A good indicator provides a pointer to corrective action, that is, alerts
you to a problem before it gets too bad and helps you recognize what
needs to be done to fix the problem.
Help determine the success or failure of the intervention in relation to
the intended goal and normally are measurable.
Indicators are useful for measuring changes or trends over a period of
time

13. It is mostly a challenge to have a rule of thumbs on the number of
performance indicators
There is a shared conviction among M&E professionals the fewer the
number of the indicators, the better.

14. Roles and responsibilities
Actors Roles
ILRI/IP team - leading formulation of IP functions, performance indicators and measurements and plans for
implementation of IP M&E activities
- Strengthen M&E capacity of local partners and supervision/participation in Data collection,
analysis/synthesis and feedback to IPs;
- Customize and adapt the IP M&E plans
- project level reporting of IP activities
Woreda IP TG members - Data collection and reflection of M&E data to IP members;
- validate formulation of IP functions, performance indicators and measurements
- Provide data and information on progress against selected indicators and participate in reviews of
progresses
M&E champions - Lead theM&E work at site level and act as a contact person;
- Data collection, data entry and simple data analysis; presenting back results to the IP members;
- follow and report adaptive measures taken to both ILRI IP team and IP members
- Support IP M&E capacity strengthening initiatives
- Provide analytical support in the preparation of IP performance reports
- Backstop kebele IP champions in monitoring of IP activities (data collection on “Activity Report”
and “Most significant change stories”
IFPRI - To work with Africa RISING IP team to align IP M&E with the overall project level M&E work

15. Literatures and previous ILRI experience show IP activities and
processes can be monitored and evaluated at three performance
levels
(a) IP formation, (b) IP functioning and (c) IP outcomes.
None of the indicators are prescriptive!

16. Performance indicators for different IP dimensions
Dimensions of
IP performance
Performance Indicators and domains of change Frequency of
monitoring
IP establishment Twelve IP establishment processes at strategic and operational levels are implemented and
processes documented
Once at the initial stage
of IP formation
Common objectives (problems) around sustainable intensification are being identified, IP
member roles are defined ‘and appropriate structures are put in place (technical committees,
innovation clusters etc.)
At the establishment and
if new objectives or
issues emerge
Representativeness/inclusiveness of the IP
- ‘IP members represent a balanced group of public, private and civil society actors’
- ‘IP members are fairly representing the community structure, not just conventional actors
and champions’]
At the establishment and
After each major planed
activity
IP functioning Frequency of participation of IP actors (institutions and individuals) After each major planed
activity
Actor perceptions of the formation, functioning and outcomes of IPs and of their role in it every year starting from
establishment of IPs
Changes in the knowledge and skills of the stakeholders after trainings in relation to identified
needs
After every training
activity
held at IP level
Changes in nature and intensity interactions among the IP actors and/or their organizations as a
result of their participation in the IP
At the formation
of the IP and at the end
of each year
IP outcome Four domains of change for MSCS
-Enhanced capacity
-Enhanced technology development, dissemination, management and information
-Increased investment in agriculture and nutrition activities from/with AR IPs
-Increased resilience of vulnerable households
Every year (At the end of
IP cycle)

17. Project partners Ethiopia

18. Local partners Ethiopia
 Academic institutions:
 Wachemo, Mekelle, Madawolabu, Debre Berhan and Hawassa universities;
Maichew Agricultural College
 Regional research organizations:
 Amhara Regional Agricultrural Research Institute, Southern Agricultural
Research Institute, Tigray Agricultural Research Institute, Oromia Agricultural
Research Institute
 Federal research organizations:
 Ethiopian Institute for Agricultural Research, Ethiopian Health and Nutrition
Research Institute
 Offices of Agriculture:
 Endamekoni (Tigray), Basona Worena (Amhara), Lemo (SNNRP) and Sinana
(Oromia)
 Agricultural Transformation Agency

19. Thank You
Africa Research in Sustainable Intensification for the Next Generation
africa-rising.net