A method for planning and assessing the social effects and internal performance of projects, programs, and organizations.“A project should see itself as a part of an interconnected web of actors, factors and relationships” (Sarah Earl, 2008 IDRC)
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
A method for planning and assessing the social effects and internal performance of projects, programs, and organizations.“A project should see itself as a part of an interconnected web of actors, factors and relationships” (Sarah Earl, 2008 IDRC)
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
From Lean Six Sigma to Strategy Execution...Grant Crow
This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components:
1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy.
2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time.
3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly.
i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality.
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
From Lean Six Sigma to Strategy Execution...Grant Crow
This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components:
1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy.
2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time.
3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly.
i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality.
Lessons Learned from the application of Outcome Mapping to an IDRC EcoHealth ...ILRI
Presented by Tohtubtiang, K., Asse, R., Wisartsakul, W., and Gilbert , J. at the 1st Pan Asia-Africa Monitoring and Evaluation Forum, Bangkok, Thailand, 26-28 November 2012
Outcome Mapping for Planning Evaluations in American K-12 Urban Education: Po...T. Lee
This presentation shares how and why outcome mapping processes and principles enriched an internal self-evaluation process that was grounded in participatory action research methods toward deliberative democratic curriculum evaluation.
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Proposal: Launch a community-based action-learning lab to accelerate innovation and application of systematic approaches to civic stewardship.
Approach: Applies systematic methods in the civic context that are now used in successful organizations to increase local ownership for ambitious goals, and to foster innovation and collaboration for achieving them.
Opportunity: Spur progress on our most persistent and costly socio-economic and environmental problems by cultivating a national network of neighborhood-based civic stewardship initiatives. A critical mass of neighborhood efforts in 300 U.S. cities can save hundreds of billions in annual government costs, while fostering “collective efficacy” and wellbeing in communities nationwide.
Why now: Recent developments in measures (spurred by the proliferation of “public data”), social media (e.g., neighborhood websites), and monetization (e.g., social impact bonds) are “disruptive innovations” that create ripe opportunities for quantum change.
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.
Running head PROJECT AND FUNDER YOUTH HOMELESS SHELTER .docxjeanettehully
Running head: PROJECT AND FUNDER YOUTH HOMELESS SHELTER 1
PROJECT AND FUNDER YOUTH HOMELESS SHELTER 5
Project and funder youth homeless shelter
Student name:
Institution:
Course:
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Part one
The description of the grant to be used in this paper includes the promotion and foster of community partnerships to reduce homelessness in various communities. In essence, the project is intended to engage both provincial and territorial government levels to join the effort of aligning homelessness investments and priorities with the ultimate goals and objectives to prevent and reduce the aspect of homelessness especially in many youths (Forchuk, 2018). To elaborate, the grant is a unique program based on community affairs with the ultimate goals of eliminating if not reducing homelessness issues within various communities. Moreover, the project is aimed to accomplish this by encouraging funders to directly provide their support and funds to about sixty designated communities across all territories and provinces that are possible to reach. The most appropriate hyperlink for identifying RFP is: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6054288/
One of the significant factors that make this grant to be worth and for one to gain the confidant of pursuing it is the fact that it has been witnessed working for other countries. For instance, the grant was implemented in Canada in 2011, where it served over three hundred projects and managed to raise over fifty-five million Canadian dollars. The funds were well utilized by focusing them on, especially youth and young adults of age fifteen to twenty-eight. Based on that, it is a potential grant that I believe if well managed it is worth to take the risk as it guarantees the reduction of homelessness.
For evaluation purposes, several questions were identified to assess whether the grant was aligned with the objectives and goals of eliminating or reducing the aspect homelessness in various communities within the country. Furthermore, there were designed questions that aimed at assessing the progress of the program in its implementation including coordination, communication, reporting, adherence to housing first principles, monitoring as well as an assessment of early outcomes of the grant.
In accomplishing all the necessary criteria that were required by the project, I utilized Bing as my search engine for the task.
The goals and objectives of the selected funding agency are to ensure that it provides all the necessary resources that can enable the non-profitable organizations with its purposes of fulfilling the intended impact towards the communities concerned. Besides, the agency is aimed at addressing the essential issues relating to homelessness of especially youths and young adults within different communities.
The primary reason for selecting the RFP is accompanied by the fact that commu ...
In this presentation, given to a roundtable of 25 senior executives, I discussed some of the China centric trends that are catalyzing maturing in CSR. Followed by
Civic Stewardship -- Boston Action-Learning Labwmsnyder
Proposal: Launch a community-based action-learning lab to accelerate innovation and application of systematic approaches to civic stewardship.
Approach: Applies systematic methods in the civic context that are now used in successful organizations to increase local ownership for ambitious goals, and to foster innovation and collaboration for achieving them.
Opportunity: Spur progress on our most persistent and costly socio-economic and environmental problems by cultivating a national network of neighborhood-based civic stewardship initiatives. A critical mass of neighborhood efforts in 300 U.S. cities can save hundreds of billions in annual government costs, while fostering “collective efficacy” and wellbeing in communities nationwide.
Why now: Recent developments in measures (spurred by the proliferation of “public data”), social media (e.g., neighborhood websites), and monetization (e.g., social impact bonds) are “disruptive innovations” that create ripe opportunities for quantum change.
Laadli, A campaign to help save the girl child and prevent gender selection a...Population First - Laadli
Laadli, A girl child campaign is Population First's campaign against sex selection and falling sex ratio.Join us by making your pledge against female feticide
http://laadli.org/
This presentation was given at the International Family Planning conference in Kampala, Uganda in November 2009 by IRH Georgetown and the Extending Service Delivery (ESD) Project.
Lessons from designing and implementing a monitoring strategy for the PRISE research programme. Focussing on monitoring behaviour change results from stakeholder engagement.
BetterEvaluation - Webinar number 7: Report and support useSimon Hearn
Part of a series of American Evaluation Association coffee-break webinars presented by BetterEvaluation. This is the seventh, on the 'Report and Support Use' cluster of the BE Rainbow Framework.
BetterEvaluation - Webinar number 2: DefineSimon Hearn
Part of a series of American Evaluation Association coffee-break webinars presented by BetterEvaluation. This is the second, on the 'Define' cluster of the BE Rainbow Framework.
BetterEvaluation: A framework for planning evaluationsSimon Hearn
A presentation given at the Institute of Medicine Workshop on Evaluation Methods for Large-Scale, Complex, Multi-National, Global Health Initiatives, January 7, 2014, Wellcome Trust, London.
Lessons learned in the facilitation of the Outcome Mapping Learning Community.
Community orientations slide borrowed with permission from Nancy White: http://www.slideshare.net/choconancy/digital-habitats-community-orientation-spidergram-activity
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
12. There is a limit to our influence Project Partners Beneficiaries Sphere of control Sphere of influence Sphere of interest
13. There is a limit to our influence Inputs, activities, outputs Outcomes: Changes in behavior Impact: Changes in state Sphere of control Sphere of influence Sphere of interest
14. Participatory research on demonstration farms to develop approaches to drip irrigation Farmers participate in field trials Participating farmers learn how to use drip irrigation equipment Extension workers visit demonstration farms Training of extension workers Publication of performance of different set-ups Increased knowledge of techniques Extension workers promoting drip irrigation Farmers adopting drip irrigation methods Reduced numbers of new wells Greater quantities of groundwater available Source: Terry Smutylo
15. Who are your boundary partners? Programme Beneficiaries Stakeholders Boundary Partners
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17. The Problem with Impact Source: Terry Smutylo Impact implies… The reality is… Cause & effect Open system Positive, intended results Unexpected positive & negative results occur Focus on ultimate effects Upstream effects are important Credit goes to a single contributor Multiple actors create results & need credit Story ends when program obtains success Change process never ends
18. Focus of Outcome Mapping Outcome Mapping Community ownership increases Program influence decreases Inputs Activities Outputs Outcomes Impacts
29. Five kinds of monitoring information Program Partner outcomes (behaviour changes in the partners) implementation (interventions by the program) relevance & viability (actions of the program) C o n t e x t u a l I n f o r m a t I o n State, status or situational data Strategies
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33. Swayamsiddha BPs CIDA IDRC BAIF State NGO State NGO State NGO State NGO State NGO State NGO SHG Police Community Leaders Families Banks PHCs
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36. Strategy Map Causal Persuasive Supportive I - Fund collection of monitoring data - Take women’s photos - Take women to banks to open accounts - Provide training in organizing and conducting group meetings - Training in needs identification sessions for SHGs - Training sessions on dealing gov’t departments - Conduct knowledge sessions on maternal and child health - Provide training in maintenance & repair of technologies - Leadership training for local leaders - Linking with active, successful SHGs in other communities - Link SHG work to national health program - Exposure visits to income generating projects elsewhere E - Provide training for health care workers - Fund creation of Sanitation Planning community-based group - Conduct training for PHCs on reproductive health - Training and placing researchers in the communities - Provide bicycles for girls - Conduct community info sessions on: violence, women’s rights, sustainable agriculture - Home visits to educate families - Visit banks, discuss with, educate officials - Bring in Water and Sanitation NGOs to conduct water purification demonstrations - Conduct community forums on SHGs - Information sessions on new technologies (chullha stoves, growing fuel woods, toilets, agricultural tools for women, well repair) - Link PHCs to others delivering gender-based services - Initiate regular Parent/Teacher group meetings
37. Girls & Women Community Leaders Women’s Self Help Groups Families Police State NGOs Banks Public Health Clinics Strategic Partners Strategies Project’s Outcomes Boundary Partners BP’s outcomes BAIF Source: Terry Smutylo mission vision
Editor's Notes
M & E is sometimes like this. Outsiders turn up at a project and observe for a limited time, through their particular perspective, with their preconceptions, and completely miss the reality of the situation. This is fine for monitoring rigid processes like building a bridge or growing crops, or even sending a rocket to the mood, but development is almost totally about social change and this requires very different approach....
The reality is … In summary these boil down to 3 main challenges: Establishing attribution Tracking learning along the way – new problems and solutions emerge as you learn Spin and counter-spin (fear of failure and loss of funding rather than desire for feedback) In the face of such complexity: How can we show that we have made a difference with our research / project? Proving causality is difficult, especially when there are several factors and actors at work How can we reduce the unknowns regarding our contribution? How can we share the credit? The tipping point by Malcolm Gladwell and Getting to Maybe by Westley, Zimmerman and Patton
Main Messages In a results’ chain OM helps you think about the « outcomes » section Definition of Program: A group of related projects and activities with a specific set of resources (human, financial, capital) directed to the achievement of a set of goals within a specified period of time Can be used by projects, organizations, and communities too
The problem: A development intervention starts with an input and ends with an output but the processes that turn the input into the output were either being ignored or weren’t understood. Another way to think about this is that at the beginning of a project you have objectives, inputs and activities At the end you have results, outputs and impact And there’s a process to get from one to the other – but this is often a black box, what goes on here is a mystery Outcome Mapping aims to de-mystify this black box
The journey is as important as the destination (Michael Qu OM helps you: 1) document the journey; 2) reassess (and revise) the destination; and 3) improve your capacity to continue the journey. Need to give them equal weight Difference from other evaluation methods In OM the journey is more important than the destination because it’s all you’ve got. inn Patton).
OM does three innovative things that add value to existing PM&E methods: Defines the system borders, roles and responsibilities where the program operates; Identifies the prominent actors who are the ongoing drivers of the changes; and Sets milestones that mark the path of change;
The way a focus on measuring ‘impact’ plays out is not suitable in the context of many projects and programmes -> we need to recognise the limits of a project’s influence, and shape our planning, learning, and accountability functions around “outcomes”, which are further ‘upstream’ from impacts. Limits depend on time, geography, resources, contacts, politics Looking from the point of view of a project, we see Sphere of control = operational environment Sphere of Influence = Relationships & Interactions Sphere of Interest = social, economical, environmental states & trends DIRECT CONTROL DIRECT INFLUENCE INDIRECT INFLUENCE This relates to concepts you may be familiar with from the log frame, along the results chain through to intended impacts. The premise is -> we can’t control everything we’d like to see change -> this is not something unscientific: complexity theory (and common sense!) tells us that real, sustainable change involves the combination of a number of different factors, and is a product of the interaction of many different actors and stakeholders -> Outcome Mapping is concerned with the level where a programme has direct influence Complexity cross-reference: Systems with multiple actors, inter-related and connected with each other and with their environment Various forces interacting with each other, interdependent (e.g. political and social dimensions) In these situations, change occurs because of the interaction of multiple actors and factors; can’t be controlled by one programme Very difficult to predict what ‘impacts’ might be achieved in advance; SDOIC means inherent unpredictability, that isn’t unscientific but based on careful investigation Common mistakes include trying to deliver clear, specific, measurable outcomes; better to work with inevitable uncertainty than to plan based on flimsy predictions Russell Ackoff : 3 kinds of problems: Mess, problem and puzzle. MESS has no defined form or structure, not a clear understanding of what’s wrong, often involves economic, technological, ethical and political issues. Common mistake is to carve off part of a mess, deal with it as a problem and solve it as if it was a puzzle (as the simple causal chain from inputs to impact tries to do) -> need to recognise messy realities
The way a focus on measuring ‘impact’ plays out is not suitable in the context of many projects and programmes -> we need to recognise the limits of a project’s influence, and shape our planning, learning, and accountability functions around “outcomes”, which are further ‘upstream’ from impacts. Limits depend on time, geography, resources, contacts, politics Looking from the point of view of a project, we see Sphere of control = operational environment Sphere of Influence = Relationships & Interactions Sphere of Interest = social, economical, environmental states & trends DIRECT CONTROL DIRECT INFLUENCE INDIRECT INFLUENCE This relates to concepts you may be familiar with from the log frame, along the results chain through to intended impacts. The premise is -> we can’t control everything we’d like to see change -> this is not something unscientific: complexity theory (and common sense!) tells us that real, sustainable change involves the combination of a number of different factors, and is a product of the interaction of many different actors and stakeholders -> Outcome Mapping is concerned with the level where a programme has direct influence Complexity cross-reference: Systems with multiple actors, inter-related and connected with each other and with their environment Various forces interacting with each other, interdependent (e.g. political and social dimensions) In these situations, change occurs because of the interaction of multiple actors and factors; can’t be controlled by one programme Very difficult to predict what ‘impacts’ might be achieved in advance; SDOIC means inherent unpredictability, that isn’t unscientific but based on careful investigation Common mistakes include trying to deliver clear, specific, measurable outcomes; better to work with inevitable uncertainty than to plan based on flimsy predictions Russell Ackoff : 3 kinds of problems: Mess, problem and puzzle. MESS has no defined form or structure, not a clear understanding of what’s wrong, often involves economic, technological, ethical and political issues. Common mistake is to carve off part of a mess, deal with it as a problem and solve it as if it was a puzzle (as the simple causal chain from inputs to impact tries to do) -> need to recognise messy realities
Example...
The three biggest mistakes when monitoring and evaluating development projects are: Only focussing on outputs (how many meetings, how many publications) Only focussing on impacts (decrease in infant mortality, new legislation, access to water, incidence of malaria) Assuming a causal link between the two
conclusion: « impact » is a highly politicized concept in development. OM focuses on outcomes not impact there are other methods to do impact assessment at OM African Users Workshop in Niamey, January 2007: OM not only about P,M&E but about the way you conceptulize development
Important to focus on outcomes… Taking again our simplified results chain, we can map the ownership of our local partners or beneficiaries. We see that this increases. At the level of inputs, our partners don’t have a lot of say – decisions about money, who to work with and where to work are largely made by the program or even the donor. But at the impact level, it all depends on the partners and the benficiaries. Outcome mapping is focussed at the level of outcomes. This is because the partner ownership is high enough to be able to see an effect, some observe changes and the programme influence is high enough to be able to say with some confidence that those changes originated from the intervention.
How does OM respond to these? Not go through these now – three day workshop
Not a lock step progression Indicate DEPTH of change; signals that change is happening Milestones Spectrum of transformation
This level of generality is OK for higher level audiences but, for M&E and at the operational level, greater specificity is essential.
I-1: $, land titles, vaccinations, mosquito netting E-1: trash cans, no smoking policy, gender element in proposal to receive funds, I-3 - can support all the other strategies E-3 partnerships and networks that sustain change when program ends (in Swayamsiddha case, police chiefs were networked)
Taken together, the Ops describe a well-functioning program OPs relate to the program’s effectiveness (not just its efficiency) 1 – not being satisfied with the status quo 2 – how are we doing? What could we do differently or better? 3 - Keeping your manager, BoG, donor, community leader informed of your program and supportive of your work 4 – keeping up with your and your partners’ needs 5 – not just surveillance; monitoring in order to find out what is happening and provide more support 6 – bringing together and disseminating your knowledge and learnings 7 – creating space to try things differently / in a new way 8 – being a learning organization; reflecting on performance in order to improve
Other methods define outcome differently - do not include behaviour change - but in OM that is ALL we look at
BAIF project worked in 6 states in India, where there is a wide range of gender inequality: Dreaming was not an option. 40 million fewer women than men Sex ratio is 927 women per 1000 men. literacy rates among women 3-50% up to 35% of girls under 18 are married Maternal mortality rate is highest in the world: 5 die per 1000 live births; 12% of deaths of women of reproductive age 40% lower wages than men Little control over health and fertility; Legally discriminated against in land & property rights
Why boundary? – program doesn’t control them, can only influence; therefore the program is on the boundary of their world Program provides new tools, tech, opps or resources to its BPs but it doesn’t control them (what they do wit these resources); respnsiblity for change rests with the BPs Shows that a program’s influence on development (in the real world) happens through its partnerships Whose influence do you want to understand? OM (and nested BPs) gives a way to identify the level which you want to evaluate behavioural change
Found in Exercise 14B - Design Worksheet 1
The five types of M&E data: Program Staying relevant and viable Delivery of program interventions Changes in behaviour of partners Situational changes of girls and women Contextual changes