M&E tools for NGO capacity building, by CHF International


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These slides contain frameworks and concepts to build the capacity of NGO staff to monitor and evaluate their work. They contain some ideas that are relevant and useful for the M&E of complex systems.

Many thanks to Carlene Baugh and Scott Yetter from CHF International for sharing this material with MaFI.

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  • Outcome Mappingencourages a program to introduce monitoring and evaluation considerations at the planning stageand link them to the implementation and management of the program. It also unites process and outcome evaluation, making itwell-suited to the complex functioning and long-term aspects of international ddevelopment programs where outcomes areintermeshed and cannot be easily or usefully separated from each other. Focusing monitoring and evaluation around boundarypartners allows the program to measure the results it achieves within its sphere of influence, to obtain useful feedback about itsefforts to improve its performance, and to take credit for its contributions to the achievement of outcomesrather than for the outcomes themselves. The above diagram illustrates the three stages of Outcome Mapping and the twelve steps of an Outcome Mapping design workshop. The first stage, Intentional Design, helps a program establish consensus on the macro level changes it will help to bring about and plan the strategies it will use. It helps answer four questions: Why? (What is the vision to which the program wants to contribute?); Who? (Who are the program's boundary partners?); What? (What are the changes that are being sought?); and How? (How will the program contribute to the change process?). The second stage, Outcome and Performance Monitoring, provides a framework for the ongoing monitoring of the program's actions and the boundary partners' progress toward the achievement of outcomes. It is based largely on systematized self-assessment. It provides the following data collection tools for elements identified in the Intentional Design stage: an Outcome Journal" (progress markers); a Strategy Journal" (strategy maps); and a "Performance Journal" (organizational practices). The third stage, Evaluation Planning, helps the program identify evaluation priorities and develop an evaluation plan. Figure 1 (next page) illustrates the three stages of Outcome Mapping.
  • M&E tools for NGO capacity building, by CHF International

    1. 1. M&E Tool for NGO Capacity Building NGO Capacity Building Workshop September 2010 Presented by Carlene Baugh www.chfinternational.org
    2. 2. At the end of the session participants will• Gain awareness of: – Framework for achieving program effects – A tool for tracking capacity building• Identify: – How the tool can be applied in your NGO capacity building program (s) www.chfinternational.org
    3. 3. Let’s look at some FRAMEWORKS! www.chfinternational.org
    4. 4. Causal ChainInputs Activities Outputs Outcomes Impacts www.chfinternational.org
    5. 5. Capacity Development Organization System Eco-SystemIndividual • • Community Based Organizations Non-Governmental Organizations • • Communities National Health systems • Societies • The full gamut of • Government departments • National level civil society individuals, organizations, networks and•Development • • Social enterprises Businesses • Governmental Coordination Systems systems • Cross-functional • Cross sectoral Professionals • Cross-hierarchical•Civil Society Leaders•Youth•Change Agents www.chfinternational.org
    6. 6. EnablingMARKET PLAYERS SUPPORTING FUNCTIONS Environment Information Private sector Informing & Government communicating Demand CORE Supply Setting & Business Informal membership enforcing rules networks organisations Standards Laws RULESSpringfield Centre |Making markets work Not-for-profit sector www.chfinternational.org
    7. 7. Traditional Program DevelopmentalSystemic characteristics: approach Judge success or failure  Provide feedback for improvement Measure against fixed goals  New measures as goals evolve External for objectivity  Internal, integrated, interpretive Linear cause/effect models  Seek to capture system dynamics Accountability to external  Accountability to values, commitments Accountability for control, blame  Understand & respond strategically Engender fear of failure  Feed hunger for learning Adapted from: Patton, Michael Q., 2006, “Evaluation for the Way We Work”, The Nonprofit Quarterly, Spring. www.chfinternational.org
    8. 8. Key messages www.chfinternational.org
    9. 9. Key Messages or themes Look at the bigger picture• See yourself as a part of a interconnected web of relationships and systems www.chfinternational.org
    10. 10. Key Messages or themesRecognizing that change is… • Continuous • Complex • Non-linear • Multi-directional • Not controllable www.chfinternational.org
    11. 11. Key Messages or themes Keeping your eyes wide open• Being attentive along the journey is as important as the destination www.chfinternational.org
    12. 12. Key Messages or themes Contribution not attribution• your influence on a better world• you can influence but not control change in your partners www.chfinternational.org
    13. 13. What is Outcome Mapping• An M&E tool developed by IDRC• Shift from assessing the products of a program TO: Behavior change: relationships, or actions of the people, groups, and organizations with whom a program works directly and those within its sphere of influence. www.chfinternational.org
    14. 14. What is Outcome Mapping• Assesses the contributions of development programs make to the achievement of outcomes• Learning-based and use-driven guided by principles of participation and iterative learning throughout the program life-cycle• Program, project or organizational levels www.chfinternational.org
    15. 15. What is Outcome Mapping• Focuses on monitoring and evaluating its results in terms of the influence of the program on the roles these partners play in development www.chfinternational.org
    16. 16. Outcome Mapping Defines the program’s Focuses on howoutcomes as changes in programs facilitate behaviors of direct change rather that how partners they caused change Recognizes the Boundary Partners complexity ofdevelopment processes Individuals, groups or together with the organizations with whom contexts in which they the program interacts occur directly to effect change www.chfinternational.org
    17. 17. 3 Stageswww.chfinternational.org
    18. 18. Focus on direct partners• Key concept is « boundary partners »• The individuals, groups, and organizations you work with directly and anticipate opportunities for influence www.chfinternational.org
    19. 19. Examples• Local communities (NGOs, indigenous groups, churches, community leaders)• Government officials and policymakers (department, regional administration)• Private sector (tourism, fisheries, non- timber forest products, logging and wood processing companies) www.chfinternational.org
    20. 20. Example• Outcome Challenge: The program intends to see local communities that recognize the importance of, and are engaged in, the planning of resource management activities in partnership with other resource users in their region www.chfinternational.org
    21. 21. progress markers = ladder of change Love to see Like to seeExpect to see www.chfinternational.org
    22. 22. Progress markers✓ A graduated set of statements describing a progression of changed behaviors in the boundary partner✓ Describe changes in actions, activities and relationships leading to the ideal outcome✓ Shows story of change by articulating the complexity of the change process✓ Can be monitored & observed✓ Permit on-going assessment of partner’s progress (including unintended results) www.chfinternational.org
    23. 23. Performance M&E• Monitoring 3 elements – Changes in behaviors, actions, relationships, groups (outcome journal) – Strategies to encourage change in its partners (strategy journal) – Functioning of a program as an organizational unit (performance journal) Each of these monitoring tools builds on elements from the IntentionalDesign stage, so the group should feel relatively comfortable with them. www.chfinternational.org
    24. 24. Performance Journal mtg– What are we doing well and what should we continue doing?– What are we doing “okay” and what can we improve?– What do we need to add to better address the organizational practices?– What activities do we need to modify– Who is responsible? What are the time lines?– Has any issue come up that we need to evaluate in greater depth? What? When? Why? How? www.chfinternational.org
    25. 25. Outcome journalTo understand the change process in boundary partners. Collects information about:• Story of change and reasons for change• Unexpected changes• The actors and factors that contributed to that change• How we know the change occurred• Learnings (what? how? why?) www.chfinternational.org
    26. 26. References• Building learning and reflection into development programs (Sarah Earle, Fred Carden & Terry Smutylo, 2001)• Outcome Mapping Learning Community http://www.outcomemapping.ca/ www.chfinternational.org
    27. 27. Feedback & Questions www.chfinternational.org