Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Coordination and facilitation of innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror and Zelalem Lema at the CGIAR Research Program on the Humidtropics Capacity Development Workshop, Nairobi, Kenya, 29 April–2 May 2014
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Coordination and facilitation of innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Presented by Iddo Dror and Zelalem Lema at the CGIAR Research Program on the Humidtropics Capacity Development Workshop, Nairobi, Kenya, 29 April–2 May 2014
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
1) The document discusses a framework for innovation platforms in the CGIAR Research Program on Dryland Systems to promote multi-stakeholder engagement between agricultural research and development efforts.
2) An innovation platform aims to identify community needs through participatory diagnosis and find solutions to improve livelihoods and quality of life. The entry point is defined by community priorities rather than predetermined models.
3) Initial platform activities in Karak, Jordan focused on improving olive production, disease management, and linking farmers' associations to universities and NGOs to diversify income sources. Research evaluates development outcomes in economic empowerment, social norms, policies, institutions, and well-being.
Innovation systems and value chain approaches: From principles to practiceILRI
The document discusses innovation systems and value chain approaches for agricultural development. It notes the limitations of linear technology transfer models and emphasizes the importance of integrating stakeholders. Key points include: innovation platforms bring together actors along value chains to identify problems and solutions; gender integration is important; and action learning, learning alliances, and pilot testing help scale up innovations through a participatory process.
Innovation Platforms for increasing impact of research in Mozambique & IndiaFood_Systems_Innovation
Michaela Cosijn (CSIRO) presentation to the 'John Dillon Fellows' Workshop in Canberra in March 2015 & the 'Australian Award Fellowship' in Sydney in May 2015 on how successful collaborations and partnerships using innovation platforms can increase the impact of research.
By Ponniah Anandajayasekeram.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Innovation Plat Forms are meant to:
1) Identify major development challenges and solutions through community-based approaches that illustrate the value of solutions to communities.
2) Serve as a forum for partnerships between communities, researchers, and the private sector to scale out solutions through learning cycles connected to input and output markets.
3) Be interdisciplinary and inter-sectoral platforms that address all aspects of agriculture and livelihoods through the involvement of extension services, research, information centers, farmers, and the private sector.
This document summarizes the program for a workshop on developing a strategic framework for innovation platforms in dryland systems. The workshop objectives are to create a shared understanding of agricultural innovation systems and platforms, share experiences implementing platforms, and develop a joint strategy and country plans. The 4-day workshop will include presentations on experiences with platforms, discussions of characteristics and strategies for platforms in the West Asia-North Africa region, and designing processes for establishing platforms and country support needs. Participants will work to build on experiences, learn jointly, and develop practical action plans.
This document discusses scaling agricultural innovations to meet large needs in a sustainable way over time. It emphasizes that businesses and governments are designed for scale and sustainability, unlike donor projects which focus on individual projects. The document outlines frameworks for planning innovations with scale in mind, assessing scalability, and managing the scaling process. It provides examples of using markets, financing, and policy changes to effectively scale innovations. It concludes with recommendations such as designing projects with scale and sustainability in mind from the start.
Scaling better, together: An outline of ILRI’s approach to scalingILRI
This document outlines ILRI's approach to scaling agricultural innovations, which involves leveraging existing scaling frameworks and tools from other organizations, conducting literature reviews and stakeholder interviews. Key principles are flexibility, using scaling coordinators, and collaborative team efforts. Tools like the Scaling Scan, ASAT, and Scaling Readiness assessment are evaluated. A process is proposed involving preliminary data collection, a stakeholder workshop, follow ups, and developing a comprehensive scaling plan with clear pathways, interventions, and recommendations. Scaling coordinators will support projects through the entire scaling process.
Innovation systems approach for agricultural transformationILRI
This document discusses innovation systems and their importance for agricultural transformation. It defines innovation as the application of new knowledge to improve performance. An innovation system is a network of organizations and individuals involved in knowledge creation and use for social and economic benefit. Innovation capacity refers to the patterns of interaction between actors and the policies that support knowledge exchange, technological change, and learning. The innovation systems approach aims to develop local capacity for problem identification and solution generation through partnerships between various stakeholders. Three key points are made: 1) Technologies alone are not enough - partnerships are vital for innovation; 2) Innovation capacity depends on social arrangements that facilitate knowledge sharing; 3) The roles of various actors and nature of their linkages must be considered to strengthen innovation processes.
This document discusses agricultural innovation systems and their importance. It defines an agricultural innovation system as a collaborative arrangement bringing together several organizations working toward technological, managerial, organizational, and institutional change in agriculture. An innovation system has three main elements: organizations and individuals, interactive learning, and institutions. It also discusses different models of stimulating innovation, challenges in the agricultural sector, and the role of innovation platforms in facilitating collaboration and problem solving among stakeholders to drive agricultural innovation.
This document outlines an objectives and methodology for analyzing complex agricultural problems and developing agricultural innovation strategies using the Rapid Appraisal of Agricultural Innovation Systems (RAAIS) tool. The document defines key characteristics of complex agricultural problems as multi-dimensional, multi-level, multi-stakeholder, and highly uncertain. It then describes the RAAIS workshop methodology which involves exercises to identify constraints, opportunities, and entry points for innovation through stakeholder participation. The goal is to facilitate analysis of problems and development of coherent strategies to address them through an agricultural innovation systems approach.
Next Steps for Strengthening Agricultural Innovation Systems: A Roadmap for I...LINKInnovationStudies
Agricultural growth will lead to poverty reduction. The innovation systems concept is a useful way of thinking about how to mobilise knowledge that suits the contemporary agricultural development situation. This requires new forms of capacity development at a systems level, but what is the road map to achieving this?
Inclusive and Efficient Value Chains: Innovations, Scaling, and Way ForwardIFPRI-PIM
In the CGIAR Research Program on Policies, Institutions, and Markets (PIM), market and related aspects have been mostly addressed by PIM Flagship 3: Inclusive and Efficient Value Chains. The team has been focusing on the evolving international, regional, and local contexts for agricultural markets, and investigating how value chains (VC) can be strengthened to generate more benefits for smallholders and small and medium enterprises (SMEs), with differentiated opportunities for women, men, and youth. In this webinar on 22 November 2021, the team presented key findings from the Flagship’s work in 2017-2021 in three areas: 1) value chain innovations, 2) use of value chains for scaling CGIAR solutions, and 3) interactions between research and practice for value chain development.
For more information about this webinar and to access the full recording, visit https://bit.ly/3c6siV5.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Unraveling multi-stakeholder platforms and their impact on farmer entrepreneu...Gcazo14
The document summarizes a case study of Agri-ProFocus (APF), a multi-stakeholder platform in Uganda, and its impact on farmer entrepreneurs. APF aims to strengthen farmer organizations and entrepreneurs through knowledge sharing and capacity building. It operates through a network structure with governance bodies and support teams at various levels. Research found APF has influenced stakeholders through networking, information sharing, and events. However, its impact on farmers may be limited as participant selection favors some over others and knowledge dissemination to non-participants is limited without further sensitization and follow up efforts.
The document outlines a strategy for scaling up development partnerships to transform livestock value chains through three stages: local take-off, scaling locally to nationally, and scaling nationally to globally. It proposes establishing learning platforms to identify issues, form tactical partnerships to collaborate on solutions, and strategic partnerships to spread innovations transnationally. The strategy would be implemented over three years by facilitating partnerships in initial countries, then expanding methods and alliances to additional locations while providing knowledge services to support partnership platforms. The goal is widespread development impact through coordinated action across whole livestock systems.
Presented by Jens A. Andersson (CIMMYT), Elias Damtew (ILRI) and Zelalem Lema (ILRI) at the Africa RISING Learning Event, Arusha, Tanzania, 11-12 November 2014
The document discusses strategies for extending and developing the portfolio of an agricultural extension organization. It outlines the current national extension landscape including government departments, research and development corporations, and private sector players. It emphasizes the importance of collaboration across these groups. The document then examines principles for stakeholder engagement, including market segmentation, developing a portfolio of products and services, and facilitating adoption of new practices. It stresses that extension groups need to clearly define success, understand member needs, and demonstrate return on investment in order to expand their role and access additional funding sources in the future agricultural extension landscape.
Transformational Change for Evaluation of SDGsIndependent
The document discusses transformational change and evaluation of the Sustainable Development Goals (SDGs) in Indonesia. It provides perspectives from Indonesian evaluators on capturing transformational change and learning from examples of transformation. Key points discussed include the need for Indonesian evaluators to better understand conceptual elements of transformational change and for development actors in Indonesia to be exposed to the concept. Indonesia could also benefit from more local examples of transformational change. The document emphasizes that fostering transformation requires addressing multiple dimensions including social, political, economic and technological factors.
Toluna is a global online research and insights company that provides sample, technology, and services to enable companies to conduct surveys and research. It has over 4 million panelists in 34 countries and uses a community-based approach to engage panelists. Toluna offers a variety of products and services including proprietary panels, surveys, online ad measurement, and consultancy services. It aims to provide opinions from targeted audiences to help companies gain insights.
People, Communities and Platforms: Digital Cultural Heritage and the WebTrevor Owens
Libraries, archives and museums are sites of community memory. The first public computerized bulletin board system was called community memory. Trevor’s talk will explore the connections between the development of the web as a global knowledge base, the open source software movement, and digital strategy for libraries, archives and museums. This keynote talk will synthesize research on the history of online community software with practical experience working on open source digital library projects. This exploration underscores the essential role cultural heritage institutions need to play in this era of the web and some important distinctions between how the concept of community is deployed in discussions of the web.
1) The document discusses a framework for innovation platforms in the CGIAR Research Program on Dryland Systems to promote multi-stakeholder engagement between agricultural research and development efforts.
2) An innovation platform aims to identify community needs through participatory diagnosis and find solutions to improve livelihoods and quality of life. The entry point is defined by community priorities rather than predetermined models.
3) Initial platform activities in Karak, Jordan focused on improving olive production, disease management, and linking farmers' associations to universities and NGOs to diversify income sources. Research evaluates development outcomes in economic empowerment, social norms, policies, institutions, and well-being.
Innovation systems and value chain approaches: From principles to practiceILRI
The document discusses innovation systems and value chain approaches for agricultural development. It notes the limitations of linear technology transfer models and emphasizes the importance of integrating stakeholders. Key points include: innovation platforms bring together actors along value chains to identify problems and solutions; gender integration is important; and action learning, learning alliances, and pilot testing help scale up innovations through a participatory process.
Innovation Platforms for increasing impact of research in Mozambique & IndiaFood_Systems_Innovation
Michaela Cosijn (CSIRO) presentation to the 'John Dillon Fellows' Workshop in Canberra in March 2015 & the 'Australian Award Fellowship' in Sydney in May 2015 on how successful collaborations and partnerships using innovation platforms can increase the impact of research.
By Ponniah Anandajayasekeram.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Innovation Plat Forms are meant to:
1) Identify major development challenges and solutions through community-based approaches that illustrate the value of solutions to communities.
2) Serve as a forum for partnerships between communities, researchers, and the private sector to scale out solutions through learning cycles connected to input and output markets.
3) Be interdisciplinary and inter-sectoral platforms that address all aspects of agriculture and livelihoods through the involvement of extension services, research, information centers, farmers, and the private sector.
This document summarizes the program for a workshop on developing a strategic framework for innovation platforms in dryland systems. The workshop objectives are to create a shared understanding of agricultural innovation systems and platforms, share experiences implementing platforms, and develop a joint strategy and country plans. The 4-day workshop will include presentations on experiences with platforms, discussions of characteristics and strategies for platforms in the West Asia-North Africa region, and designing processes for establishing platforms and country support needs. Participants will work to build on experiences, learn jointly, and develop practical action plans.
This document discusses scaling agricultural innovations to meet large needs in a sustainable way over time. It emphasizes that businesses and governments are designed for scale and sustainability, unlike donor projects which focus on individual projects. The document outlines frameworks for planning innovations with scale in mind, assessing scalability, and managing the scaling process. It provides examples of using markets, financing, and policy changes to effectively scale innovations. It concludes with recommendations such as designing projects with scale and sustainability in mind from the start.
Scaling better, together: An outline of ILRI’s approach to scalingILRI
This document outlines ILRI's approach to scaling agricultural innovations, which involves leveraging existing scaling frameworks and tools from other organizations, conducting literature reviews and stakeholder interviews. Key principles are flexibility, using scaling coordinators, and collaborative team efforts. Tools like the Scaling Scan, ASAT, and Scaling Readiness assessment are evaluated. A process is proposed involving preliminary data collection, a stakeholder workshop, follow ups, and developing a comprehensive scaling plan with clear pathways, interventions, and recommendations. Scaling coordinators will support projects through the entire scaling process.
Innovation systems approach for agricultural transformationILRI
This document discusses innovation systems and their importance for agricultural transformation. It defines innovation as the application of new knowledge to improve performance. An innovation system is a network of organizations and individuals involved in knowledge creation and use for social and economic benefit. Innovation capacity refers to the patterns of interaction between actors and the policies that support knowledge exchange, technological change, and learning. The innovation systems approach aims to develop local capacity for problem identification and solution generation through partnerships between various stakeholders. Three key points are made: 1) Technologies alone are not enough - partnerships are vital for innovation; 2) Innovation capacity depends on social arrangements that facilitate knowledge sharing; 3) The roles of various actors and nature of their linkages must be considered to strengthen innovation processes.
This document discusses agricultural innovation systems and their importance. It defines an agricultural innovation system as a collaborative arrangement bringing together several organizations working toward technological, managerial, organizational, and institutional change in agriculture. An innovation system has three main elements: organizations and individuals, interactive learning, and institutions. It also discusses different models of stimulating innovation, challenges in the agricultural sector, and the role of innovation platforms in facilitating collaboration and problem solving among stakeholders to drive agricultural innovation.
This document outlines an objectives and methodology for analyzing complex agricultural problems and developing agricultural innovation strategies using the Rapid Appraisal of Agricultural Innovation Systems (RAAIS) tool. The document defines key characteristics of complex agricultural problems as multi-dimensional, multi-level, multi-stakeholder, and highly uncertain. It then describes the RAAIS workshop methodology which involves exercises to identify constraints, opportunities, and entry points for innovation through stakeholder participation. The goal is to facilitate analysis of problems and development of coherent strategies to address them through an agricultural innovation systems approach.
Next Steps for Strengthening Agricultural Innovation Systems: A Roadmap for I...LINKInnovationStudies
Agricultural growth will lead to poverty reduction. The innovation systems concept is a useful way of thinking about how to mobilise knowledge that suits the contemporary agricultural development situation. This requires new forms of capacity development at a systems level, but what is the road map to achieving this?
Inclusive and Efficient Value Chains: Innovations, Scaling, and Way ForwardIFPRI-PIM
In the CGIAR Research Program on Policies, Institutions, and Markets (PIM), market and related aspects have been mostly addressed by PIM Flagship 3: Inclusive and Efficient Value Chains. The team has been focusing on the evolving international, regional, and local contexts for agricultural markets, and investigating how value chains (VC) can be strengthened to generate more benefits for smallholders and small and medium enterprises (SMEs), with differentiated opportunities for women, men, and youth. In this webinar on 22 November 2021, the team presented key findings from the Flagship’s work in 2017-2021 in three areas: 1) value chain innovations, 2) use of value chains for scaling CGIAR solutions, and 3) interactions between research and practice for value chain development.
For more information about this webinar and to access the full recording, visit https://bit.ly/3c6siV5.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Unraveling multi-stakeholder platforms and their impact on farmer entrepreneu...Gcazo14
The document summarizes a case study of Agri-ProFocus (APF), a multi-stakeholder platform in Uganda, and its impact on farmer entrepreneurs. APF aims to strengthen farmer organizations and entrepreneurs through knowledge sharing and capacity building. It operates through a network structure with governance bodies and support teams at various levels. Research found APF has influenced stakeholders through networking, information sharing, and events. However, its impact on farmers may be limited as participant selection favors some over others and knowledge dissemination to non-participants is limited without further sensitization and follow up efforts.
The document outlines a strategy for scaling up development partnerships to transform livestock value chains through three stages: local take-off, scaling locally to nationally, and scaling nationally to globally. It proposes establishing learning platforms to identify issues, form tactical partnerships to collaborate on solutions, and strategic partnerships to spread innovations transnationally. The strategy would be implemented over three years by facilitating partnerships in initial countries, then expanding methods and alliances to additional locations while providing knowledge services to support partnership platforms. The goal is widespread development impact through coordinated action across whole livestock systems.
Presented by Jens A. Andersson (CIMMYT), Elias Damtew (ILRI) and Zelalem Lema (ILRI) at the Africa RISING Learning Event, Arusha, Tanzania, 11-12 November 2014
The document discusses strategies for extending and developing the portfolio of an agricultural extension organization. It outlines the current national extension landscape including government departments, research and development corporations, and private sector players. It emphasizes the importance of collaboration across these groups. The document then examines principles for stakeholder engagement, including market segmentation, developing a portfolio of products and services, and facilitating adoption of new practices. It stresses that extension groups need to clearly define success, understand member needs, and demonstrate return on investment in order to expand their role and access additional funding sources in the future agricultural extension landscape.
Transformational Change for Evaluation of SDGsIndependent
The document discusses transformational change and evaluation of the Sustainable Development Goals (SDGs) in Indonesia. It provides perspectives from Indonesian evaluators on capturing transformational change and learning from examples of transformation. Key points discussed include the need for Indonesian evaluators to better understand conceptual elements of transformational change and for development actors in Indonesia to be exposed to the concept. Indonesia could also benefit from more local examples of transformational change. The document emphasizes that fostering transformation requires addressing multiple dimensions including social, political, economic and technological factors.
Toluna is a global online research and insights company that provides sample, technology, and services to enable companies to conduct surveys and research. It has over 4 million panelists in 34 countries and uses a community-based approach to engage panelists. Toluna offers a variety of products and services including proprietary panels, surveys, online ad measurement, and consultancy services. It aims to provide opinions from targeted audiences to help companies gain insights.
People, Communities and Platforms: Digital Cultural Heritage and the WebTrevor Owens
Libraries, archives and museums are sites of community memory. The first public computerized bulletin board system was called community memory. Trevor’s talk will explore the connections between the development of the web as a global knowledge base, the open source software movement, and digital strategy for libraries, archives and museums. This keynote talk will synthesize research on the history of online community software with practical experience working on open source digital library projects. This exploration underscores the essential role cultural heritage institutions need to play in this era of the web and some important distinctions between how the concept of community is deployed in discussions of the web.
Digital platforms to drive innovation - platform-thinking and design-thinkingFrancis D'Silva
Digital platforms comprising data, software, and hardware can enhance innovation and value creation for businesses, consumers, and government. A digital platform is a system that includes software, hardware, facilities, offerings, development tools, and management tools. Digital platforms drive interoperability, which enriches the user experience. Standards are important for digital platforms to be feasible and include technical standards as well as processes, rules, regulations, and laws. The document discusses examples of digital platforms like Apple's App Store and provides a scenario of how platforms like Twitter and LinkedIn could integrate with Norway's citizen authentication platform called MinID.
IBM Collaborative Innovation Platform - ThinkPlaceKapil Gupta
Describes the background and progress of IBM's Corporate Innovation program and ThinkPlace platform, for which I led Technical Strategy and product roadmap. Deck contains Information and background shared with customers and analysts circa 4Q 2008. (so obviously very out of date now - but a good representation of our thoughts etc at that point in time)
This document provides an overview and introduction to digital strategy from Bud Caddell, SVP and Director of Digital Strategy at Deutsch LA. It defines key terms like digital strategy, digital strategist, and core concepts. It explores what a digital strategy and strategist are, essential concepts like insights, cultural tensions and category conventions, and what deliverables a digital strategist produces. The document is intended to educate young practitioners entering the field of digital strategy.
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
The Most Significant Change (MSC) technique is a participatory monitoring and evaluation method. It involves collecting stories of significant changes from the field level and having stakeholders systematically select the most important stories. The process contributes to evaluation by providing impact data. An example from Bangladesh showed how using MSC increased participation in a project and helped stakeholders and beneficiaries understand the project's impact. MSC has since been used by other organizations to evaluate programs and foster learning.
An institutional perspective on analytics that focusses on a particular tool developed using an agile methodology to visualise learner behaviours in MOOCs via Sankey diagrams.
Performance Management to Program Evaluation: Creating a Complementary Connec...nicholes21
The document summarizes a presentation on performance management and program evaluation given at the 2013 American Evaluation Association Conference. It begins with an agenda and overview of key concepts. It then discusses distinguishing performance management from program evaluation and how they complement each other. The remainder of the document uses a case study of a nonprofit called New Roads for New Visions (NRNV) to illustrate how to conduct a needs assessment, create a logic model, build a performance management system, and design a program evaluation plan to link performance management to evaluation.
The document discusses several key aspects of managing the user interface design process, including gathering user requirements, conducting ethnographic observations, developing guidelines and standards, and using participatory design. It emphasizes the importance of involving users and stakeholders throughout the process to create a successful system that meets needs and has buy-in. Legal and social impact considerations are also important factors to address early in the design process.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
This document provides an overview of a four-day training on proposal preparation using the Logical Framework Approach. Day 1 focuses on introductions, an overview of the Logical Framework Approach and project management cycle, stakeholder analysis, and problem analysis. Participants will learn the steps of the Logical Framework Approach including stakeholder analysis, problem analysis, solution analysis, strategy analysis, and developing a logframe matrix. They will practice stakeholder analysis and problem analysis. The training aims to build skills in proposal development and identifying relevant funding sources.
This document discusses monitoring and evaluation tools for agricultural development projects in Egypt. It defines monitoring as tracking project information for progress updates, and evaluation as periodic assessments of effects. Successful M&E requires clear objectives, measurable indicators, and tools tailored to needs. Key steps include deciding why to conduct M&E, clarifying objectives, choosing indicators, and identifying data collection methods. Examples of tools provided are logical frameworks, rapid appraisal, participatory methods, and spatial mapping to visually monitor progress. The document advocates for building an M&E system and database in collaboration with Egyptian stakeholders.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
Knowledge Management in Healthcare AnalyticsGregory Nelson
The promise of actionable analytics in healthcare poses an inherent challenge as we seek to accelerate the time it takes to go from question to insight to action. The velocity of change, the demand for bigger data, the allure of advanced algorithms, the need for deeper insights, and the cost of inaction make knowledge capture and reuse an all too allusive goal.
In an evolving environment, healthcare organizations need to find ways to make greater use of prior investments in analytics products by reusing the commonalities of proven designs, metadata, business rules, captured learnings, and collaborative insights and applying them to future analytics products. By doing so in a strategic manner, they will be able to create rapid and efficient analytics processes and better manage time to value and reuse.
In this presentation, authors from two very different health systems with two very different patient populations will share their perspectives of the value of knowledge management and discuss the role of analytics in driving towards a learning health system. The authors will highlight opportunities and challenges using examples across clinical, financial, and operational domains.
Its very informative and authentic ...Its all about how to write a Solid Proposal for your Project. It also include a complete format of writing the proposal. it will provide you with enough knowledge that u will be able to write a Good Proposal.. Hope u will show interest while reading it. Give us ur Feedback about this,.. Thank you..
A very important topic... I have mentioned here from its formal definition to its example. This presentation also explains the recommended format to write an effective project proposal. If any of its reader finds any point to be difficult to him/her, he/she can freely ask in comments or through inbox. Thank you :-)
This proposal of work contains details and samples of the user centric design process I follow. I have been trying to find a good graph that represents the process, but at the end I have decided to make my own! ;)
This document provides an overview of monitoring and evaluation concepts, processes, methods, and reporting. It defines key terms like monitoring, evaluation, logical framework, and indicators. It describes monitoring and evaluation cycles and steps in designing an M&E system including developing an M&E matrix. It discusses data collection methods, types of reports, and outlines for technical, popular, monitoring and evaluation reports. The goal is to develop a common understanding of monitoring and evaluation.
The document provides an overview of the Logical Framework Approach (LFA), which is a tool used for project planning, management, and evaluation. It involves analyzing problems, objectives, strategies, and developing a log frame matrix. The LFA has several steps including stakeholder analysis, problem analysis using a problem tree, setting objectives, and strategy analysis. It results in a log frame matrix that outlines objectives, indicators, assumptions, and activities. The LFA is a useful tool for designing and managing projects, but requires training and careful use to be effective. It helps ensure projects are relevant, feasible, and sustainable.
This document provides an overview of evaluation, including its benefits, key stages, and approaches. It discusses:
- The purpose of evaluation is to objectively understand the implementation and effects of a policy or intervention.
- Benefits include improving practice, supporting future investment, and providing accountability.
- There are three main types of evaluation: process, impact, and economic. Impact evaluation determines changes caused by the policy.
- Important factors in choosing an evaluation approach include the policy's objectives, timing, expected impacts, and available resources.
- Main stages include defining objectives, identifying questions, selecting the approach, collecting data, and disseminating findings.
Software Project Management Presentation FinalMinhas Kamal
Software Project Management- ResearchColab
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Introduction to Agile Project ManagementSemen Arslan
This document provides an overview of project management methodologies, including Waterfall, SDLC, RAD, and Agile. It discusses the key aspects of each methodology such as phases, pros and cons. The Waterfall methodology is explained in more detail covering its linear phases from requirements to maintenance. Agile project management is also summarized, outlining its key principles of focusing on customer value, working in small batches with integrated teams, and making continuous improvements. Complexity theory and how Agile projects can be viewed as complex adaptive systems is briefly introduced.
Helping the 3rd Sector be more efficient and effectiveThe OR Society
Pro Bono O.R. provides volunteer analysts to third sector organisations in the UK to help leaders make more effective decisions and build more productive systems
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Or: Beyond linear.
Abstract: Equivariant neural networks are neural networks that incorporate symmetries. The nonlinear activation functions in these networks result in interesting nonlinear equivariant maps between simple representations, and motivate the key player of this talk: piecewise linear representation theory.
Disclaimer: No one is perfect, so please mind that there might be mistakes and typos.
dtubbenhauer@gmail.com
Corrected slides: dtubbenhauer.com/talks.html
ESR spectroscopy in liquid food and beverages.pptxPRIYANKA PATEL
With increasing population, people need to rely on packaged food stuffs. Packaging of food materials requires the preservation of food. There are various methods for the treatment of food to preserve them and irradiation treatment of food is one of them. It is the most common and the most harmless method for the food preservation as it does not alter the necessary micronutrients of food materials. Although irradiated food doesn’t cause any harm to the human health but still the quality assessment of food is required to provide consumers with necessary information about the food. ESR spectroscopy is the most sophisticated way to investigate the quality of the food and the free radicals induced during the processing of the food. ESR spin trapping technique is useful for the detection of highly unstable radicals in the food. The antioxidant capability of liquid food and beverages in mainly performed by spin trapping technique.
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Inspired by David Donoho's vision, this talk aims to revisit the three crucial pillars of frictionless reproducibility (data sharing, code sharing, and competitive challenges) with the perspective of deep software variability.
Our observation is that multiple layers — hardware, operating systems, third-party libraries, software versions, input data, compile-time options, and parameters — are subject to variability that exacerbates frictions but is also essential for achieving robust, generalizable results and fostering innovation. I will first review the literature, providing evidence of how the complex variability interactions across these layers affect qualitative and quantitative software properties, thereby complicating the reproduction and replication of scientific studies in various fields.
I will then present some software engineering and AI techniques that can support the strategic exploration of variability spaces. These include the use of abstractions and models (e.g., feature models), sampling strategies (e.g., uniform, random), cost-effective measurements (e.g., incremental build of software configurations), and dimensionality reduction methods (e.g., transfer learning, feature selection, software debloating).
I will finally argue that deep variability is both the problem and solution of frictionless reproducibility, calling the software science community to develop new methods and tools to manage variability and foster reproducibility in software systems.
Exposé invité Journées Nationales du GDR GPL 2024
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genomics, an increasing number of crop genomes have been sequenced and dozens of genes influencing key agronomic traits have been identified. However, current genome sequence information has not been adequately exploited for understanding
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be linked to genomics information for crop improvement at all growth stages have become as important as genotyping. Thus,
high-throughput phenotyping has become the major bottleneck restricting crop breeding. Plant phenomics has been defined as the high-throughput, accurate acquisition and analysis of multi-dimensional phenotypes
during crop growing stages at the organism level, including the cell, tissue, organ, individual plant, plot, and field levels. With the rapid development of novel sensors, imaging technology,
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ANAMOLOUS SECONDARY GROWTH IN DICOT ROOTS.pptxRASHMI M G
Abnormal or anomalous secondary growth in plants. It defines secondary growth as an increase in plant girth due to vascular cambium or cork cambium. Anomalous secondary growth does not follow the normal pattern of a single vascular cambium producing xylem internally and phloem externally.
1. Tools for reflexivity and innovation
platforms
Iddo Dror
SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge
Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los
Banos, 17-19 May 2016
2. Reflexive M&E
Reflect – Looking back and
thinking about what happened,
what does it mean, how to
proceed?
Reflexive- Challenging rules,
practices, assumptions, modes of
thinking, of ‘others’ and self.
Collective
activity
Obser-
vation
Analys-
is
Reflec-
tion
Adapta
tion
3. Reflexive M&E v’s Traditional M&E
REFLEXIVE M&E
• Indicators are not static
• Process indicators
predominate in short term
• Focus is on change
• Design may change based
on reflection about
original assumptions
• Impact is important
TRADITIONAL M&E
• Static indicators as part of
logframe
• Output and outcome
indicators predominate
• Focus in on achievement
of predefined goals
• Structure of project is set
in the design and can be
modified but not radically
changed
• Impact is important
4. Reflexive Monitoring in Action (RMA)
• Monitoring is an integral
part of platform activity.
• Flexible selection of tools:
the challenges of the
moment determine the
best monitoring tool to
use.
• Every monitoring activity
encourages reflection and
learning aimed at system
innovation.
5. Role of the Monitor
• Role and function distinct from that of
facilitator
• Advise on dynamic composition of the
platform to meet evolving needs
• Retain focus on unresolved problems and
long term ambitions
• Maintain the learning history
• Seize opportunities for reflection
6. Monitoring Tools
Tools available to the RMA monitor…
Diary/Log book, Participant
Profile, Google Analytics, SNA
Most Significant ChangeDynamic Learning Agenda
Timeline and Learning History
Farmer Field Days
Causal Analysis
8. Timeline or Learning History
• Monitor collects data to put
together a timeline showing
which events happened when.
• Participants write down their
key moments of learning or
change (highs and lows) in key
words on post-its.
• Each participant can share
three key comments by placing
their post-it on the timeline.
9. Data collection and Analysis
data documentation tools
• Event log
• Participant Profile
• Meeting minutes
• periodic reflections of people
engaged in key functions
• Audio-visual records of the
major events
10. Data collection and Analysis
data reporting tools
• Google Forms
• Google Drive
• Dropbox
• Wiki
11. Data collection and Analysis
data analysis tools
• Descriptive statistics
• Statistical Analysis
• Text Analysis
• Social Network Maps
• Mind Mapping
• Econometric Analysis
• Spatial modelling
12. Most Significant Change (MSC)
Identify no more than 3
types of change you
would like to document.
Collect stories from
platform members and
end users and shortlist
the best stories.
Select story reviewers
from amongst your
donors and those whom
the platform seeks to
influence.
Reviewers decide on best story and
discuss why it is significant.
13. Example MSC Question
‘Looking back over the last month, what do you think was the most significant
change in the quality of people’s lives in this community?’
Davies, R. and Dart, J. (2005): The 'Most Significant Change' (MSC) Technique', Accessed at
http://www.mande.co.uk/docs/MSCGuide.pdf 28th April, 2016.
14. More information
This module is associated with an elearning module
on ‘Understanding, Facilitating and Monitoring
Agricultural Innovation Platforms’ available at:
http://learning.ilri.org/course/detail/24
15. The presentation has a Creative Commons licence. You are free to re-use or distribute this work, provided credit is given to ILRI.
better lives through livestock
ilri.org
Editor's Notes
In the previous module, we went to great lengths to analyze the problems that confronted us; to identify what we would jointly do to address the problem; to describe what would need to change in terms of stakeholder knowledge, skills, attitudes, and practice in order to effect the changes necessary to institutionalize our proposed solutions; and to determine indicators, milestones and means of data collection. Having done all that, have we designed a rigid framework for action that we need to see through to the end without any possibility for rethinking and redesigning? If a strategy that we thought would change the practice of an actor group, proves not to work, can we change our strategy and the related indicators and milestones? The answer is a very definite “Yes”. We not only can, but should, change our plans as needed to work towards our ultimate goal. We need to frequently “reflect” on the results of our endeavours and to “be reflexive” in analyzing the evidence of those results. Being reflexive means being prepared to challenge our assumptions about how thing work and being prepared to think outside the box about how to effect change. Reflexive monitoring can be said to involve double-loop learning. This sets it apart from traditional outputs monitoring which involves adjustment of plans based on the effect of actions taken but no real questioning of the basic assumptions and perceptions that went into making those plans initially.
What implications does being “reflexive” have for monitoring the activities for an innovation platform? If our indicators of success are not static, we can’t monitor the extent to which we managed to achieve against these indicators in comparison to a baseline….or can we? The answer is that we can, but the sorts of indicators we should use are dictated by how change occurs in complex systems. Change occurs through learning which affects knowledge, skills, attitudes and, ultimately, practice. Hence the indicators we use in the short to medium term tend to be process indicators although, of course, it is the ultimate impact that we are interested in. With reflexive M&E, we need to consider the possibility that we realize that our intervention was ill conceived and start again with a completely new approach and new indicators. This can make working with donors who are used to the logframe approach a little difficult so it is necessary to thoroughly document the evidence on which you have based your decision. We will look at documentation a little later in this module.
Researchers at Wageningen University and the VU University Amsterdam have been working together on a type of monitoring that they have called reflexive monitoring in action (RMA). RMA positions monitoring as part of the process of working towards system change and an essential component of the Observation – Analysis – Reflection – Adaptation cycle. RMA posits that platform facilitators need to convene regular reflection sessions on current platform activities, what has already been achieved, the barriers and opportunities in the current system, and how platform actions are contributing to the ultimate goal of changing the system. The tools to be used can be selected to meet the need at hand and this selection is often a matter of personal preference. What is important, is that every monitoring activity encourages reflection and learning aimed at system innovation. For instance, being interviewed about systemic barriers and the relationships between system stakeholders can be expected to cause a potential platform member to reflect on these issues and possible solutions.
Proponents of RMA recommend that monitoring be a dedicated function of a single individual. The monitor needs to maintain a little distance from the activities of the platform so this is not an appropriate role for the facilitator to take on. He or she needs to keep an eye on the composition of the platform and ensure that new key players are invited to join as they are needed. Where platform members might become absorbed in the day to day activities of the platform, the monitor needs to maintain perspective and remind them of their long term ambitions. He or she should challenge members to maintain those ambitions rather than compromise on them in the face of difficulties. Seemingly unresolvable problems such as legislation that might stand in the way of an innovation coming to scale or missing or inefficient infrastructure needed to support newly designed systems can easily be swept under the carpet and ignored for long periods of time because they are simply too hard. It is the job of the monitor to draw the attention of the members back to these problems. At the same time, the monitor should draw attention to external developments likely to impact on platform activities. On a more mundane level, the monitor needs to be able to help platform members reflect on what they have achieved and whether they are on course to achieve their stated goals. To do that he or she needs to maintain the learning history for the platform – what decisions were made, what actions were taken, why, what data was collected, what conclusions were drawn, and so on. We will see examples of this sort of activity later in this module.
The main tools for the RMA Monitor are participatory observation and interviews. He or she uses these tools to record the project strategy, underlying assumptions and activities on an everyday basis. However, sometimes it is useful to be able to draw on more structured tools and these tools are the topic of this next section. In many cases the monitor will use these tools to monitor process and effect indicators. In all cases such monitoring activities should encourage reflection and learning aimed at system innovation. Monitoring of outputs is also important but can be done with more traditional monitoring tools. Because of this continuous collection of information, the monitor is able to act as a key informant to the platform facilitator who might otherwise become so involved in the day-to-day activities of the platform that they lose this perspective.
You have already met Causal Analysis in the form of Problem Tree Analysis. Farmer Field Days were covered in Module 9 on communications. Click on the other images for an introduction to some tools you may not yet be familiar with.
The objective of causal analysis is to be able to identify the causes of a problem since it is always better to treat the root cause rather than merely alleviate the symptoms. Lead the group to ask “Why?” multiple times as they construct the cause-effect or Fishbone diagram. What makes a fishbone a fishbone is the angling of the arrows which gives the diagram a 'fishy' appearance. However, causes are often circular such as births leading to population increase which leads to more birth or systemic with multiple related issues being the cause and this can be difficult to represent with a fishbone diagram.
The timeline method provides a working format for expressing the challenges, successes and learning experiences explicitly, together with the project participants. It is the task of the monitor to lead the group in reflecting on events that meant different things to different stakeholders.
When monitoring an Innovation Platform it is necessary to record both factual events and perceptions since both contribute to group planning. Possible documentation tools include event logs, participant profiles, meeting minutes, periodic reflections, and audio visual records of the major events. Continuity of documentation is critical for success since this data is meant to form the basis of the tight feedback loops that keep the activity of the IP on track. A rush to find project documentation just before the project impact evaluation is a clear indicator that the innovation platform has not really been active in finding innovative solutions.
The Innovation Platform monitor needs to find a way to report back to platform members using simple visual representations that makes it easy to draw conclusions and reflect on the way ahead. Google forms is a useful tool here providing the capability for those with Internet access to enter their data directly and generating visual reports automatically. There also needs to be a way of sharing data and reports. Options include dropbox and wikis. Wikis were dealt with in the unit of communications. Google drive allows for the co-creation of knowledge.
Apart from the simple descriptive statistics shown on the previous slide, there are many tools for statistical analysis which can help represent monitoring data in a manner intended to promote reflection. The social network analysis tools shown on the bottom left will already be familiar to you from module 8 which dealt with stakeholder analysis in depth. The curve from Burundi represents the level of stakeholder engagement in the platform. Showing platform members such a curve is a good way to start a group reflection on “why did this happen?” or “How can we avoid this in future?”. Likewise the curve from Uganda shows the impact of recruiting a field researcher on platform activity and is a useful aid in planning. As the platform monitor these and other tools such as mind mapping, and spatial modelling tools can be invaluable aids when conducting reflection and analysis meetings.
Link from graphic: http://www.mande.co.uk/docs/MSCGuide.pdf
Click on the graphic to download the guideline to implementing the approach by the originators of the tool - Rick Davies and Jess Dart.
The MSC approach seeks to find evidence of change in intangibles like attitude and perception. This is important to allow the platform to know whether it is heading in the right direction. However, it is equally important for your donors and/or government officials to know that your actions are having an effect and one which is likely to ultimately impact on farmer livelihoods. This is the reason that the final review panel should include donors and government although, of course, you are likely to have several levels of review below that to short list the finalists.