Presented by Samson Eshetu, Ethiopian Institute of Agricultural Research, at the SAIRLA– National Learning Alliance Launching and Outcome Mapping Workshop, ILRI, Addis Ababa, 27-28 March 2017
Frameworks for the Processes & Outcomes of MSP Stephen B. Olsenriseagrant
This document discusses two frameworks for understanding the complex process of marine spatial planning (MSP): the Ecosystem Governance Cycle and the Orders of Outcomes. The Ecosystem Governance Cycle models the learning cycle of MSP and emphasizes differences between phases. The Orders of Outcomes framework breaks down the ultimate goal of sustainable development into a sequence of tangible intermediate outcomes. Both frameworks aim to increase transparency, encourage comparison across MSP initiatives, and support monitoring and evaluation.
Capacity building involves training and operational changes to increase efficiency. Community development is a process of empowering communities through participation, self-sufficiency, and environmental control. An effect or outcome is the result of an activity or project at the purpose level. Empowerment increases self-reliance through greater individual, community, or institutional capacity. Evaluation assesses how well objectives were achieved through ongoing review and monitoring during implementation.
This document outlines a research project to conduct a socio-economic impact assessment of corporate social responsibility (CSR) activities undertaken by public sector units in Uttar Pradesh, India. The project will examine the impact and effectiveness of CSR programs related to education, healthcare, poverty alleviation, and sustainable development. Key objectives are to evaluate how CSR funds are used and their benefits to society, identify areas for improvement, and provide recommendations. Primary and secondary data will be collected through surveys, interviews, and reports. The 30-month project requires a budget of Rs. 20.3 lakh and will analyze CSR activities, their outcomes, and produce a report on findings and policy inputs.
Institutional arrangements for national and community level governance of the...Tim Cadman
Key Recommendations:
* Sustainable Development Goals (SDGs) require a governance framework applicable at multiple levels (‘multilayers’ – ESGa 2014);
*Means of Implementation (MoI) need to be embedded in each SDG;
*SDGs themselves require a ‘governance Goal’ to ensure consistency of implementation and to ensure quality, effectiveness and legitimacy (“‘good’, effective, equitable” ESGc 2014);
*MoI will be largely negotiated at the global level, financed at the national level, and implemented at the community (corporate, organizational ESGc 2014) level, requiring co-ordination and collaboration between levels.
Engaging stakeholders is important for effective climate adaptation for several reasons:
1) Climate adaptation requires making changes that are judged based on both climate impacts and other social and economic factors, which benefits from input from a variety of stakeholders.
2) Implementing adaptation measures often requires collaboration between different groups, mandates, resources, and expertise that are not concentrated in any single entity.
3) Involving stakeholders in the process can increase acceptance of changes and support for adaptation.
Stakeholder engagement may be beneficial at different stages of the adaptation process, including problem identification and analysis, planning interventions, implementation, and evaluation. The stakeholders engaged will depend on the issue and may include social groups, organizations, professionals,
This document provides an introduction to social impact assessment (SIA). SIA seeks to measure organizations' delivery of social, environmental, and economic outputs, outcomes, and impacts. It is a process undertaken by social enterprises, charities, community groups, and others to prove and improve their social impact. There are over 25 different methods to conduct an SIA, with Social Return on Investment (SROI) being one of the most popular. SROI aims to analyze impacts that have no market value and gives them a monetary value. The document outlines lessons learned from previous SROI assessments and principles for reporting social impact.
Design for complexity, using evaluative methodsAnn Larson
Programs can be designed to be more likely to be effective in producing positive change in settings that can be characterized as complex adaptive systems. This presentation describes what we already know about what makes programs more likely to be successful in changing behaviour. Next, it explores the organizational blind spots and human nature which prevent us from making better designs. Finally, it shows how evaluators can guide better program design using standard and emerging methods.
Frameworks for the Processes & Outcomes of MSP Stephen B. Olsenriseagrant
This document discusses two frameworks for understanding the complex process of marine spatial planning (MSP): the Ecosystem Governance Cycle and the Orders of Outcomes. The Ecosystem Governance Cycle models the learning cycle of MSP and emphasizes differences between phases. The Orders of Outcomes framework breaks down the ultimate goal of sustainable development into a sequence of tangible intermediate outcomes. Both frameworks aim to increase transparency, encourage comparison across MSP initiatives, and support monitoring and evaluation.
Capacity building involves training and operational changes to increase efficiency. Community development is a process of empowering communities through participation, self-sufficiency, and environmental control. An effect or outcome is the result of an activity or project at the purpose level. Empowerment increases self-reliance through greater individual, community, or institutional capacity. Evaluation assesses how well objectives were achieved through ongoing review and monitoring during implementation.
This document outlines a research project to conduct a socio-economic impact assessment of corporate social responsibility (CSR) activities undertaken by public sector units in Uttar Pradesh, India. The project will examine the impact and effectiveness of CSR programs related to education, healthcare, poverty alleviation, and sustainable development. Key objectives are to evaluate how CSR funds are used and their benefits to society, identify areas for improvement, and provide recommendations. Primary and secondary data will be collected through surveys, interviews, and reports. The 30-month project requires a budget of Rs. 20.3 lakh and will analyze CSR activities, their outcomes, and produce a report on findings and policy inputs.
Institutional arrangements for national and community level governance of the...Tim Cadman
Key Recommendations:
* Sustainable Development Goals (SDGs) require a governance framework applicable at multiple levels (‘multilayers’ – ESGa 2014);
*Means of Implementation (MoI) need to be embedded in each SDG;
*SDGs themselves require a ‘governance Goal’ to ensure consistency of implementation and to ensure quality, effectiveness and legitimacy (“‘good’, effective, equitable” ESGc 2014);
*MoI will be largely negotiated at the global level, financed at the national level, and implemented at the community (corporate, organizational ESGc 2014) level, requiring co-ordination and collaboration between levels.
Engaging stakeholders is important for effective climate adaptation for several reasons:
1) Climate adaptation requires making changes that are judged based on both climate impacts and other social and economic factors, which benefits from input from a variety of stakeholders.
2) Implementing adaptation measures often requires collaboration between different groups, mandates, resources, and expertise that are not concentrated in any single entity.
3) Involving stakeholders in the process can increase acceptance of changes and support for adaptation.
Stakeholder engagement may be beneficial at different stages of the adaptation process, including problem identification and analysis, planning interventions, implementation, and evaluation. The stakeholders engaged will depend on the issue and may include social groups, organizations, professionals,
This document provides an introduction to social impact assessment (SIA). SIA seeks to measure organizations' delivery of social, environmental, and economic outputs, outcomes, and impacts. It is a process undertaken by social enterprises, charities, community groups, and others to prove and improve their social impact. There are over 25 different methods to conduct an SIA, with Social Return on Investment (SROI) being one of the most popular. SROI aims to analyze impacts that have no market value and gives them a monetary value. The document outlines lessons learned from previous SROI assessments and principles for reporting social impact.
Design for complexity, using evaluative methodsAnn Larson
Programs can be designed to be more likely to be effective in producing positive change in settings that can be characterized as complex adaptive systems. This presentation describes what we already know about what makes programs more likely to be successful in changing behaviour. Next, it explores the organizational blind spots and human nature which prevent us from making better designs. Finally, it shows how evaluators can guide better program design using standard and emerging methods.
This document provides an overview of Outcome Mapping, a method for planning, monitoring, and evaluating development projects and programs. It focuses on changes in behaviors, relationships, and activities of direct stakeholders, rather than attributing overall development impacts. Key aspects of Outcome Mapping include defining boundary partners and progress markers, using a contribution rather than attribution approach, and emphasizing social learning and adaptive management.
Latest Trends in Independent Evaluation at ADBOlivier Serrat
Independent evaluation has changed from the beginnings of evaluation activities in ADB some 30 years ago. Initially, the focus of evaluation was on assessing whether implementation was consistent with the intentions reflected in the appraisal of a project, and the extent to which the project achieved the expected economic and social benefits. Independent evaluation now shapes decision making throughout the project cycle and in ADB as a whole. This presentation offers more than an account of the early steps: it describes recent accomplishments and looks to the future.
The document provides an overview of Balasore Alloys Limited's pre-implementation evaluation of their corporate social responsibility plans and programs from 2016-2019. It describes how Mr. Surajit Dhar and his team conducted a comprehensive assessment through field visits and stakeholder feedback to evaluate acceptance and areas for improvement for BAL's future CSR policies and programs in surrounding communities. The evaluation aims to understand true community needs to identify new development work BAL can support.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Outcome Mapping focuses on changes in behavior of people and organizations influenced by a project, rather than measuring direct results. It identifies boundary partners a project directly works with and seeks changes in their behavior, relationships, and actions through progress markers. The methodology involves three stages: intentional design to establish goals and strategies; outcome and performance monitoring through journals; and evaluation planning. Outcome Mapping is participatory and designed to deal with complexity rather than linear models of change.
Outcome Mapping focuses on mapping and capturing desired changes or outcomes as a project unfolds. It differs from other approaches like logical framework analysis in that it requires engagement with partners to support behavioral transformation leading to outcomes, rather than attributing outcomes to any single actor. Outcome Mapping maps gradual, transformational change starting from the current situation rather than predefined outputs or purposes. It identifies strategies aimed at partners and their environments to influence identified progress markers along the desired change.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
Evaluation serves two main purposes: accountability and learning. Development agencies have tended to prioritize the first, and given responsibility for that to centralized units. But evaluation for learning is the area where observers find the greatest need today and tomorrow. A learning approach to evaluation looks to designing evaluation with learning in mind.
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
This document discusses project stakeholder management. It defines stakeholders as individuals or groups who can affect or be affected by a project. Early identification of stakeholders is important so their needs, interests and impact can be understood. Stakeholders should be analyzed and classified based on factors like importance, expectations and influence. The project manager needs to develop a stakeholder management plan that identifies how stakeholders will be engaged and affected. Effective stakeholder engagement increases project success by securing support, managing issues and keeping the project on track. Ongoing control of stakeholder activities is also important as the project evolves.
Monotoring and evaluation principles and theoriescommochally
This document discusses monitoring and evaluation (M&E) capacity in Tanzania. It notes that while M&E is important for improving development outcomes, many countries, including Tanzania, lack necessary M&E capacity at both the individual and institutional levels. Comprehensive training is needed to address gaps in M&E skills. The document outlines the differences between monitoring, which tracks project progress, and evaluation, which assesses outcomes and impacts in more depth. Both M&E are important management tools that provide useful feedback when integrated.
The document discusses the key project performance domains according to PMBOK: stakeholder, team, planning, and their interactions. It provides details on each domain, including objectives, characteristics, outcomes of effective execution, and how to check results. Stakeholder domain requires engaging stakeholders to maintain alignment. Team domain focuses on developing an effective project team. Planning domain involves creating approaches to deliver project objectives. The domains interact throughout the project and influence each other.
DPA 8400 Unit 9 AssignmentPolicy Implementation GridIn thi.docxjacksnathalie
DPA 8400 Unit 9 Assignment
Policy Implementation Grid
In this assignment you collect stakeholder data that contributes to your implementation strategy and action planning.
Construct a policy implementation grid and submit it to your instructor for evaluation. Use Exercise 11.1 on page 327 in Crosby and Bryson to complete this assignment.
Use this assignment to complete the policy proposal section of your final project.
This assignment needs to be completed by Friday, December 12, 2014 @ 5:00pm, EST
Policy implementation grid
Stakeholder
Stake or interest
resources
Action channels open to stakeholder
Probability of participation and the manner of doing so
Influence as a product of resources and participation
Implication for implementation strategy
Action plan elements
Supportive stakeholders
Opposing stakeholders
Running head: 1
STAKEHOLDER ANALYSIS 6
Developing Strategic Leadership In The Public Sector
Stakeholder Analysis
Anise Hawkins
Capella University
DPA 840
Introduction
Sustainable development is dependent on the effective function of the public institutions. The public institutions shape the living standards of the people. When the public institutions are successful the people have high quality services raising their living standards. It is Essential for organizations to identify the public who affect or are affected by the organizations decision. An organization cannot function alone and it requires the support of all the stakeholders. A critical element of developing strategic leadership is the analysis of the stakeholders. It helps to determine how to strengthen the relationship for optimum gain (Joyce & JOYCE, 1999, p. 32).
There are two broad types of stakeholders, internal and external stakeholders. Internal stakeholders impact the organizational function from within. For instance, employees and board members are internal stakeholders. External stakeholders influence the organization from without. Examples of external stakeholders are communities and the media. They have a stake in determining the value of the organization. The level of influence, amount of power, level of interest and capabilities of the stakeholders vary (Marr & Creelman, 2011, p. 79). They have strong, moderate or low influence and interests in the organizational function. Some are highly active while others are latent and apathetic. It means that the stakeholders cannot be treated equally in any given project. The have to be classified into different categories through stakeholder analysis. Classifying them helps the organization to develop successful strategies for enhancing the relationships (Joyce & JOYCE, 1999, p. 34).
below is a classification of the internal and external stakeholders, the influence/interest grid and stakeholders influence diagram for this project of developing strategic leadership in public institutions.
List of internal and external stakeholders
Internal ...
Community Stakeholder Engagement Programme(CEP)Ikwo Oka
This document proposes a Community Stakeholder Engagement Programme to establish an effective protocol for community engagement within organizations. It involves identifying stakeholders, conducting research and developing tools. A community collaborative approach will be used. Activities include desk reviews, developing a research framework, data collection, producing a handbook, training, and reporting. The goal is to contribute to sustainable community development in Nigeria through meaningful participation, information sharing, and improving project sustainability.
The document summarizes key lessons from Day 1 of a conference on building impact and partnerships in South Asia. It discusses the importance of: focusing more on user demand; developing effective multi-stakeholder partnerships; understanding political economies; finding windows of opportunity through civil society and social movements; communicating results simply and engaging hearts and minds; assessing long-term impact beyond projects; and developing impact pathways through stakeholder analysis and engagement. Conference participants then broke into groups by project to discuss impact strategies and pathways.
CHAPTER SIXTEENUnderstanding Context Evaluation and MeasuremeJinElias52
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
The document discusses the importance of evaluating community programs to determine their effectiveness and how they can be improved. It presents a framework developed by the CDC to help organizations systematically evaluate their programs. The framework includes six steps: engaging stakeholders, describing the program, focusing the evaluation design, gathering credible evidence, justifying conclusions, and ensuring use and sharing lessons learned. It also outlines standards for high quality evaluations, organized into categories of utility, feasibility, propriety, and accuracy. The framework is intended to provide a practical, non-prescriptive tool for organizations to evaluate their community programs.
Africa RISING project implementation and contribution in Ethiopia. Presented at Africa RISING close-out event.
24-25 January 2023
ILRI campus- Addis Ababa, Ethiopia
The document summarizes a field visit by Africa RISING CGIAR partners to sites in Ethiopia where they are implementing their new SI-MFS initiative. It describes some innovative farmers in the Lemo and Doyogena districts who have adopted integrated crop-livestock-NRM practices promoted by Africa RISING, including using protein-rich legume fodder trees, energy-rich grasses, and soil and water conservation practices. It also highlights the challenges of water shortage and disease, and the potential for the new SI-MFS initiative to build on the success stories and learning from Africa RISING farmers.
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This document provides an overview of Outcome Mapping, a method for planning, monitoring, and evaluating development projects and programs. It focuses on changes in behaviors, relationships, and activities of direct stakeholders, rather than attributing overall development impacts. Key aspects of Outcome Mapping include defining boundary partners and progress markers, using a contribution rather than attribution approach, and emphasizing social learning and adaptive management.
Latest Trends in Independent Evaluation at ADBOlivier Serrat
Independent evaluation has changed from the beginnings of evaluation activities in ADB some 30 years ago. Initially, the focus of evaluation was on assessing whether implementation was consistent with the intentions reflected in the appraisal of a project, and the extent to which the project achieved the expected economic and social benefits. Independent evaluation now shapes decision making throughout the project cycle and in ADB as a whole. This presentation offers more than an account of the early steps: it describes recent accomplishments and looks to the future.
The document provides an overview of Balasore Alloys Limited's pre-implementation evaluation of their corporate social responsibility plans and programs from 2016-2019. It describes how Mr. Surajit Dhar and his team conducted a comprehensive assessment through field visits and stakeholder feedback to evaluate acceptance and areas for improvement for BAL's future CSR policies and programs in surrounding communities. The evaluation aims to understand true community needs to identify new development work BAL can support.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Outcome Mapping focuses on changes in behavior of people and organizations influenced by a project, rather than measuring direct results. It identifies boundary partners a project directly works with and seeks changes in their behavior, relationships, and actions through progress markers. The methodology involves three stages: intentional design to establish goals and strategies; outcome and performance monitoring through journals; and evaluation planning. Outcome Mapping is participatory and designed to deal with complexity rather than linear models of change.
Outcome Mapping focuses on mapping and capturing desired changes or outcomes as a project unfolds. It differs from other approaches like logical framework analysis in that it requires engagement with partners to support behavioral transformation leading to outcomes, rather than attributing outcomes to any single actor. Outcome Mapping maps gradual, transformational change starting from the current situation rather than predefined outputs or purposes. It identifies strategies aimed at partners and their environments to influence identified progress markers along the desired change.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
Evaluation serves two main purposes: accountability and learning. Development agencies have tended to prioritize the first, and given responsibility for that to centralized units. But evaluation for learning is the area where observers find the greatest need today and tomorrow. A learning approach to evaluation looks to designing evaluation with learning in mind.
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
This document discusses project stakeholder management. It defines stakeholders as individuals or groups who can affect or be affected by a project. Early identification of stakeholders is important so their needs, interests and impact can be understood. Stakeholders should be analyzed and classified based on factors like importance, expectations and influence. The project manager needs to develop a stakeholder management plan that identifies how stakeholders will be engaged and affected. Effective stakeholder engagement increases project success by securing support, managing issues and keeping the project on track. Ongoing control of stakeholder activities is also important as the project evolves.
Monotoring and evaluation principles and theoriescommochally
This document discusses monitoring and evaluation (M&E) capacity in Tanzania. It notes that while M&E is important for improving development outcomes, many countries, including Tanzania, lack necessary M&E capacity at both the individual and institutional levels. Comprehensive training is needed to address gaps in M&E skills. The document outlines the differences between monitoring, which tracks project progress, and evaluation, which assesses outcomes and impacts in more depth. Both M&E are important management tools that provide useful feedback when integrated.
The document discusses the key project performance domains according to PMBOK: stakeholder, team, planning, and their interactions. It provides details on each domain, including objectives, characteristics, outcomes of effective execution, and how to check results. Stakeholder domain requires engaging stakeholders to maintain alignment. Team domain focuses on developing an effective project team. Planning domain involves creating approaches to deliver project objectives. The domains interact throughout the project and influence each other.
DPA 8400 Unit 9 AssignmentPolicy Implementation GridIn thi.docxjacksnathalie
DPA 8400 Unit 9 Assignment
Policy Implementation Grid
In this assignment you collect stakeholder data that contributes to your implementation strategy and action planning.
Construct a policy implementation grid and submit it to your instructor for evaluation. Use Exercise 11.1 on page 327 in Crosby and Bryson to complete this assignment.
Use this assignment to complete the policy proposal section of your final project.
This assignment needs to be completed by Friday, December 12, 2014 @ 5:00pm, EST
Policy implementation grid
Stakeholder
Stake or interest
resources
Action channels open to stakeholder
Probability of participation and the manner of doing so
Influence as a product of resources and participation
Implication for implementation strategy
Action plan elements
Supportive stakeholders
Opposing stakeholders
Running head: 1
STAKEHOLDER ANALYSIS 6
Developing Strategic Leadership In The Public Sector
Stakeholder Analysis
Anise Hawkins
Capella University
DPA 840
Introduction
Sustainable development is dependent on the effective function of the public institutions. The public institutions shape the living standards of the people. When the public institutions are successful the people have high quality services raising their living standards. It is Essential for organizations to identify the public who affect or are affected by the organizations decision. An organization cannot function alone and it requires the support of all the stakeholders. A critical element of developing strategic leadership is the analysis of the stakeholders. It helps to determine how to strengthen the relationship for optimum gain (Joyce & JOYCE, 1999, p. 32).
There are two broad types of stakeholders, internal and external stakeholders. Internal stakeholders impact the organizational function from within. For instance, employees and board members are internal stakeholders. External stakeholders influence the organization from without. Examples of external stakeholders are communities and the media. They have a stake in determining the value of the organization. The level of influence, amount of power, level of interest and capabilities of the stakeholders vary (Marr & Creelman, 2011, p. 79). They have strong, moderate or low influence and interests in the organizational function. Some are highly active while others are latent and apathetic. It means that the stakeholders cannot be treated equally in any given project. The have to be classified into different categories through stakeholder analysis. Classifying them helps the organization to develop successful strategies for enhancing the relationships (Joyce & JOYCE, 1999, p. 34).
below is a classification of the internal and external stakeholders, the influence/interest grid and stakeholders influence diagram for this project of developing strategic leadership in public institutions.
List of internal and external stakeholders
Internal ...
Community Stakeholder Engagement Programme(CEP)Ikwo Oka
This document proposes a Community Stakeholder Engagement Programme to establish an effective protocol for community engagement within organizations. It involves identifying stakeholders, conducting research and developing tools. A community collaborative approach will be used. Activities include desk reviews, developing a research framework, data collection, producing a handbook, training, and reporting. The goal is to contribute to sustainable community development in Nigeria through meaningful participation, information sharing, and improving project sustainability.
The document summarizes key lessons from Day 1 of a conference on building impact and partnerships in South Asia. It discusses the importance of: focusing more on user demand; developing effective multi-stakeholder partnerships; understanding political economies; finding windows of opportunity through civil society and social movements; communicating results simply and engaging hearts and minds; assessing long-term impact beyond projects; and developing impact pathways through stakeholder analysis and engagement. Conference participants then broke into groups by project to discuss impact strategies and pathways.
CHAPTER SIXTEENUnderstanding Context Evaluation and MeasuremeJinElias52
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
The document discusses the importance of evaluating community programs to determine their effectiveness and how they can be improved. It presents a framework developed by the CDC to help organizations systematically evaluate their programs. The framework includes six steps: engaging stakeholders, describing the program, focusing the evaluation design, gathering credible evidence, justifying conclusions, and ensuring use and sharing lessons learned. It also outlines standards for high quality evaluations, organized into categories of utility, feasibility, propriety, and accuracy. The framework is intended to provide a practical, non-prescriptive tool for organizations to evaluate their community programs.
Similar to Brief overview of Outcome Mapping as Monitoring and Evaluation for National Learning Alliance (20)
Africa RISING project implementation and contribution in Ethiopia. Presented at Africa RISING close-out event.
24-25 January 2023
ILRI campus- Addis Ababa, Ethiopia
The document summarizes a field visit by Africa RISING CGIAR partners to sites in Ethiopia where they are implementing their new SI-MFS initiative. It describes some innovative farmers in the Lemo and Doyogena districts who have adopted integrated crop-livestock-NRM practices promoted by Africa RISING, including using protein-rich legume fodder trees, energy-rich grasses, and soil and water conservation practices. It also highlights the challenges of water shortage and disease, and the potential for the new SI-MFS initiative to build on the success stories and learning from Africa RISING farmers.
This document summarizes planned and ongoing agricultural research activities and studies in the Ethiopian highlands for 2022. It discusses field activities related to livestock feed and forage development as well as crop varietal selection. It also outlines planned, ongoing, and completed studies on topics like gender and scaling assessments. The document notes legacy products to be developed and capacity building efforts. It describes plans to broadcast livestock innovations through local radio and concludes with noting the planned closure of the Africa Research project in Ethiopia in early 2023.
Haimanot Seifu provided a communications update on the Africa RISING program in the Ethiopian Highlands. Key activities before the program ends this year include producing extension manuals, policy briefs, a special journal issue, and a photo book. Surveys are also ongoing regarding gender, monitoring impacts, spillover effects, and scaling. Africa RISING is partnering with AICCRA on workshops, surveys, training modules, and broadcasting feed and forage technologies on local radio stations. A new initiative called SI-MFS involving mixed farming systems in 6 countries was also launched in May to run initially for 3 years from 2022-2024. Support is needed from CKM for legacy products, facilitating
Technique de compostage des tiges de cotonnier au Mali-Sudafrica-rising
Poster prepared by Moumini Guindo, Bouba Traoré, Birhanu Zemadim Birhanu, and Alou Coulibaly for the 13th Symposium of the Malian Society of Applied Sciences (MSAS), 01 July – 05 August 2022.
Flux des nutriments (N, P, K) des resources organiques dans les exploitations...africa-rising
Poster prepared by Moumini Guindo, Bouba Traoré, Birhanu Zemadim Birhanu, and Alou Coulibaly for the 13th Symposium of the Malian Society of Applied Sciences (MSAS), 01 July 1 – 05 August 2022.
The Africa RISING project in Ethiopia's highlands had the goals of improving food security, gender equality, nutrition, income, and capacity building through sustainable intensification research from 2012-2022. It worked in four regions, implementing tested interventions like improved crops, fertilizers, and mechanization. Over 360,000 households directly benefited from validated technologies in phase two, while over 30,000 people participated in training. The project supported graduate students, published research, and faced challenges like COVID-19 and funding issues before planning its exit strategies.
Eliciting willingness to pay for quality maize and beans: Evidence from exper...africa-rising
Poster prepared by Julius Manda, Adane Tufa, Christopher Mutungi, Arega Alene, Victor Manyong and Tahirou Abdoulaye for the IITA Social Science Group Virtual Meeting, 7 December 2021.
The woman has no right to sell livestock: The role of gender norms in Norther...africa-rising
Presented by Kipo Jimah and Gundula Fischer (IITA) at the virtual conference on Cultivating Equality: Advancing Gender Research in Agriculture and Food Systems, 12-15 October 2021
This document summarizes two assessments conducted by Africa RISING on sustainable intensification and return on investment from 2011-2020. It finds that:
1) The total value of direct benefits to farmers was $74.6 million, while the total project cost was $15.9 million, resulting in a return on investment of 469%.
2) An assessment of progress towards sustainable intensification analyzed households by total production per hectare and compared indicators across five domains. It found that more intensified households showed improved scores in agricultural production, economics, environment, human welfare, and social indicators.
3) A focus on assessments at the woreda (district) level provided insights into differences between communities and guidance for
The document summarizes the results of a nutrition assessment study and lessons learned from it. The study aimed to identify how Africa RISING interventions contributed to household nutrition. It used a qualitative research approach with key informant interviews and focus group discussions in Ethiopia. The results showed that the interventions helped to produce and consume a more diverse and nutritious diet, generate income, and improve knowledge of food production and preparation. However, diet diversity remained low and certain nutrient-rich foods were still limited. Key lessons were that technical nutrition support needs frequent follow-ups, and engaging community leaders and husbands is important for influencing mothers' nutrition practices.
The document discusses plans for scaling assessment of Africa RISING interventions. It notes that Africa RISING's second phase focused on scaling approaches through recruiting scaling partners, training of trainers, multi-stakeholder meetings, and research backstopping. The assessment aims to document scaling practices, identify areas for increased support, and develop an exit strategy as the program period concludes. It will use ILRI's scaling framework over six months to provide a technical report and scientific paper.
This document summarizes a presentation on conducting on-farm trials at scale using crowdsourcing. It discusses the benefits and challenges of traditional on-farm trials, and proposes a solution using digital platforms and farmer participation. Farmers would receive random combinations of varieties to test on their own farms and provide rankings. Data would be collected and analyzed to provide feedback to farmers. The approach aims to increase representation while reducing costs compared to traditional on-farm trials. It outlines 10 steps for implementation, including defining varieties, designing projects, recruiting farmers, preparing packages, data collection, analysis and discussion.
Contribution of Africa RISING validated technologies, nutrition-education interventions to household nutrition and participatory nutrition-education need assessment with seasonal food availability in Amhara, Oromia and SNNP regions of Ethiopia
Discovery of An Apparent Red, High-Velocity Type Ia Supernova at 𝐳 = 2.9 wi...Sérgio Sacani
We present the JWST discovery of SN 2023adsy, a transient object located in a host galaxy JADES-GS
+
53.13485
−
27.82088
with a host spectroscopic redshift of
2.903
±
0.007
. The transient was identified in deep James Webb Space Telescope (JWST)/NIRCam imaging from the JWST Advanced Deep Extragalactic Survey (JADES) program. Photometric and spectroscopic followup with NIRCam and NIRSpec, respectively, confirm the redshift and yield UV-NIR light-curve, NIR color, and spectroscopic information all consistent with a Type Ia classification. Despite its classification as a likely SN Ia, SN 2023adsy is both fairly red (
�
(
�
−
�
)
∼
0.9
) despite a host galaxy with low-extinction and has a high Ca II velocity (
19
,
000
±
2
,
000
km/s) compared to the general population of SNe Ia. While these characteristics are consistent with some Ca-rich SNe Ia, particularly SN 2016hnk, SN 2023adsy is intrinsically brighter than the low-
�
Ca-rich population. Although such an object is too red for any low-
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cosmological sample, we apply a fiducial standardization approach to SN 2023adsy and find that the SN 2023adsy luminosity distance measurement is in excellent agreement (
≲
1
�
) with
Λ
CDM. Therefore unlike low-
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Ca-rich SNe Ia, SN 2023adsy is standardizable and gives no indication that SN Ia standardized luminosities change significantly with redshift. A larger sample of distant SNe Ia is required to determine if SN Ia population characteristics at high-
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truly diverge from their low-
�
counterparts, and to confirm that standardized luminosities nevertheless remain constant with redshift.
Mapping the Growth of Supermassive Black Holes as a Function of Galaxy Stella...Sérgio Sacani
The growth of supermassive black holes is strongly linked to their galaxies. It has been shown that the population
mean black hole accretion rate (BHAR) primarily correlates with the galaxy stellar mass (Må) and redshift for the
general galaxy population. This work aims to provide the best measurements of BHAR as a function of Må and
redshift over ranges of 109.5 < Må < 1012 Me and z < 4. We compile an unprecedentedly large sample with 8000
active galactic nuclei (AGNs) and 1.3 million normal galaxies from nine high-quality survey fields following a
wedding cake design. We further develop a semiparametric Bayesian method that can reasonably estimate BHAR
and the corresponding uncertainties, even for sparsely populated regions in the parameter space. BHAR is
constrained by X-ray surveys sampling the AGN accretion power and UV-to-infrared multiwavelength surveys
sampling the galaxy population. Our results can independently predict the X-ray luminosity function (XLF) from
the galaxy stellar mass function (SMF), and the prediction is consistent with the observed XLF. We also try adding
external constraints from the observed SMF and XLF. We further measure BHAR for star-forming and quiescent
galaxies and show that star-forming BHAR is generally larger than or at least comparable to the quiescent BHAR.
Unified Astronomy Thesaurus concepts: Supermassive black holes (1663); X-ray active galactic nuclei (2035);
Galaxies (573)
BIRDS DIVERSITY OF SOOTEA BISWANATH ASSAM.ppt.pptxgoluk9330
Ahota Beel, nestled in Sootea Biswanath Assam , is celebrated for its extraordinary diversity of bird species. This wetland sanctuary supports a myriad of avian residents and migrants alike. Visitors can admire the elegant flights of migratory species such as the Northern Pintail and Eurasian Wigeon, alongside resident birds including the Asian Openbill and Pheasant-tailed Jacana. With its tranquil scenery and varied habitats, Ahota Beel offers a perfect haven for birdwatchers to appreciate and study the vibrant birdlife that thrives in this natural refuge.
Microbial interaction
Microorganisms interacts with each other and can be physically associated with another organisms in a variety of ways.
One organism can be located on the surface of another organism as an ectobiont or located within another organism as endobiont.
Microbial interaction may be positive such as mutualism, proto-cooperation, commensalism or may be negative such as parasitism, predation or competition
Types of microbial interaction
Positive interaction: mutualism, proto-cooperation, commensalism
Negative interaction: Ammensalism (antagonism), parasitism, predation, competition
I. Mutualism:
It is defined as the relationship in which each organism in interaction gets benefits from association. It is an obligatory relationship in which mutualist and host are metabolically dependent on each other.
Mutualistic relationship is very specific where one member of association cannot be replaced by another species.
Mutualism require close physical contact between interacting organisms.
Relationship of mutualism allows organisms to exist in habitat that could not occupied by either species alone.
Mutualistic relationship between organisms allows them to act as a single organism.
Examples of mutualism:
i. Lichens:
Lichens are excellent example of mutualism.
They are the association of specific fungi and certain genus of algae. In lichen, fungal partner is called mycobiont and algal partner is called
II. Syntrophism:
It is an association in which the growth of one organism either depends on or improved by the substrate provided by another organism.
In syntrophism both organism in association gets benefits.
Compound A
Utilized by population 1
Compound B
Utilized by population 2
Compound C
utilized by both Population 1+2
Products
In this theoretical example of syntrophism, population 1 is able to utilize and metabolize compound A, forming compound B but cannot metabolize beyond compound B without co-operation of population 2. Population 2is unable to utilize compound A but it can metabolize compound B forming compound C. Then both population 1 and 2 are able to carry out metabolic reaction which leads to formation of end product that neither population could produce alone.
Examples of syntrophism:
i. Methanogenic ecosystem in sludge digester
Methane produced by methanogenic bacteria depends upon interspecies hydrogen transfer by other fermentative bacteria.
Anaerobic fermentative bacteria generate CO2 and H2 utilizing carbohydrates which is then utilized by methanogenic bacteria (Methanobacter) to produce methane.
ii. Lactobacillus arobinosus and Enterococcus faecalis:
In the minimal media, Lactobacillus arobinosus and Enterococcus faecalis are able to grow together but not alone.
The synergistic relationship between E. faecalis and L. arobinosus occurs in which E. faecalis require folic acid
Signatures of wave erosion in Titan’s coastsSérgio Sacani
The shorelines of Titan’s hydrocarbon seas trace flooded erosional landforms such as river valleys; however, it isunclear whether coastal erosion has subsequently altered these shorelines. Spacecraft observations and theo-retical models suggest that wind may cause waves to form on Titan’s seas, potentially driving coastal erosion,but the observational evidence of waves is indirect, and the processes affecting shoreline evolution on Titanremain unknown. No widely accepted framework exists for using shoreline morphology to quantitatively dis-cern coastal erosion mechanisms, even on Earth, where the dominant mechanisms are known. We combinelandscape evolution models with measurements of shoreline shape on Earth to characterize how differentcoastal erosion mechanisms affect shoreline morphology. Applying this framework to Titan, we find that theshorelines of Titan’s seas are most consistent with flooded landscapes that subsequently have been eroded bywaves, rather than a uniform erosional process or no coastal erosion, particularly if wave growth saturates atfetch lengths of tens of kilometers.
Rodents, Birds and locust_Pests of crops.pdfPirithiRaju
Mole rat or Lesser bandicoot rat, Bandicotabengalensis
•Head -round and broad muzzle
•Tail -shorter than head, body
•Prefers damp areas
•Burrows with scooped soil before entrance
•Potential rat, one pair can produce more than 800 offspringsin one year
Discovery of Merging Twin Quasars at z=6.05Sérgio Sacani
We report the discovery of two quasars at a redshift of z = 6.05 in the process of merging. They were
serendipitously discovered from the deep multiband imaging data collected by the Hyper Suprime-Cam (HSC)
Subaru Strategic Program survey. The quasars, HSC J121503.42−014858.7 (C1) and HSC J121503.55−014859.3
(C2), both have luminous (>1043 erg s−1
) Lyα emission with a clear broad component (full width at half
maximum >1000 km s−1
). The rest-frame ultraviolet (UV) absolute magnitudes are M1450 = − 23.106 ± 0.017
(C1) and −22.662 ± 0.024 (C2). Our crude estimates of the black hole masses provide log 8.1 0. ( ) M M BH = 3
in both sources. The two quasars are separated by 12 kpc in projected proper distance, bridged by a structure in the
rest-UV light suggesting that they are undergoing a merger. This pair is one of the most distant merging quasars
reported to date, providing crucial insight into galaxy and black hole build-up in the hierarchical structure
formation scenario. A companion paper will present the gas and dust properties captured by Atacama Large
Millimeter/submillimeter Array observations, which provide additional evidence for and detailed measurements of
the merger, and also demonstrate that the two sources are not gravitationally lensed images of a single quasar.
Unified Astronomy Thesaurus concepts: Double quasars (406); Quasars (1319); Reionization (1383); High-redshift
galaxies (734); Active galactic nuclei (16); Galaxy mergers (608); Supermassive black holes (1663)
Physics Investigatory Project on transformers. Class 12thpihuart12
Physics investigatory project on transformers with required details for 12thes. with index, theory, types of transformers (with relevant images), procedure, sources of error, aim n apparatus along with bibliography🗃️📜. Please try to add your own imagination rather than just copy paste... Hope you all guys friends n juniors' like it. peace out✌🏻✌🏻
Sexuality - Issues, Attitude and Behaviour - Applied Social Psychology - Psyc...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Anti-Universe And Emergent Gravity and the Dark UniverseSérgio Sacani
Recent theoretical progress indicates that spacetime and gravity emerge together from the entanglement structure of an underlying microscopic theory. These ideas are best understood in Anti-de Sitter space, where they rely on the area law for entanglement entropy. The extension to de Sitter space requires taking into account the entropy and temperature associated with the cosmological horizon. Using insights from string theory, black hole physics and quantum information theory we argue that the positive dark energy leads to a thermal volume law contribution to the entropy that overtakes the area law precisely at the cosmological horizon. Due to the competition between area and volume law entanglement the microscopic de Sitter states do not thermalise at sub-Hubble scales: they exhibit memory effects in the form of an entropy displacement caused by matter. The emergent laws of gravity contain an additional ‘dark’ gravitational force describing the ‘elastic’ response due to the entropy displacement. We derive an estimate of the strength of this extra force in terms of the baryonic mass, Newton’s constant and the Hubble acceleration scale a0 = cH0, and provide evidence for the fact that this additional ‘dark gravity force’ explains the observed phenomena in galaxies and clusters currently attributed to dark matter.
Anti-Universe And Emergent Gravity and the Dark Universe
Brief overview of Outcome Mapping as Monitoring and Evaluation for National Learning Alliance
1. andManaged byFunded by
Brief overview of Outcome Mapping as Monitoring
and Evaluation for National Learning Alliance
Samson Eshetu
Ethiopian Institute of Agricultural Research
SAIRLA– National Learning Alliance Launching and Outcome Mapping Workshop
ILRI, Addis Ababa, 27-28 March 2017
2. andManaged byFunded by
Definitions of key terms used in Outcome Mapping
• Outcomes: Changes in the relationships, activities, actions, or behaviours of boundary partners
that may be linked to a programme’s activities, although they are not necessarily directly caused
by it.
• Outcome Mapping (OM): is a participatory methodology for planning, monitoring and
evaluation, which focuses upon people and organizations.
• Outcome challenges: the description of the desired changes in the behaviour, relationships,
activities, and/or actions of a boundary partner, as identified through the participatory OM
process. It is the programme’s challenge to help bring about the changes
• Vision: In OM, the vision statement defines the system of interacting conditions, actors and
actions in which an actor intends to intervene. It describes how those doing the visioning see and
understand the situation they are concerned with.
Mission: In OM the mission statement provides an overview of the following:
• the actions or activities to be engaged in;
• the outputs or services to be produced;
• the collaborators who will engage with these processes and products; and
• the purpose and time period of the intervention
3. andManaged byFunded by
Definitions cont…
• Boundary Partners: Those individuals, groups, and organizations with whom the
programme interacts directly to effect change and with whom the programme
can anticipate some opportunities for influence. Examples include decision-
makers, private sector organizations, media organisations etc).
• Strategic Partners: Other actors that can help achieve desired changes (e.g.
change in the behaviour in boundary partners).
• Ultimate ‘beneficiaries’: The primary local stakeholder group or groups in a
project or programme (e.g. in SAIRLA this is poorer smallholders, women, youth)
• Progress Markers: a set of indicators of changed behaviours for a boundary
partner that focus on depth or quality of change and vary in level of ambition
4. andManaged byFunded by
Introduction of Outcome Mapping for SAIRLA NLAs
• Development is complex, but an essential element concerns how people relate to each other;
• Instead of seeking to assess the ultimate impacts of a programme or project (e.g. poverty
alleviation, reduced conflict), OM concentrates efforts on assessing changes in the knowledge,
attitudes and practices of the people and organizations with whom a development project
works. These changes are called ‘outcomes’.;
• OM recognizes that while a project or programme can influence the achievement of outcomes, it
cannot control them, because the ultimate responsibility for change rests with the partners of
the project (boundary partners), and other actors beyond them;
• OM can support a project’s planning and internal learning process, encouraging innovation and
risk-taking;
• To be effective, project or programme staff and partners have to engage in and support the
process throughout.
5. andManaged byFunded by
There is a limit to our influence
Hearn, Nyangaga, Moussa 2013 Introduction to Outcome Mapping
People the
project works
with/through
Sphere of
control
Sphere of
influence
Sphere of concern
6. andManaged byFunded by
There is a limit to our influence
Outcomes:
Changes in
behavior
Impact:
Changes in
state
Sphere of
control
Sphere of
influence
Sphere of concern
7. Love to
see
Like to see
Like to
see
Expect to
see
Like to see
Like to
see
Expect to
see
Like to see
Like to
see
Expect to
see
8. Thank You
This document is licensed for use under the Creative Commons Attribution 4.0 International Licence.
http://www.sairla.nri.org/news
The Sustainable Agricultural Intensification Research and Learning in Africa
(SAIRLA)