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An Introduction to an Integrated P,M&E System developed by IDRC Kaia Ambrose October, 2005.

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Presentation on theme: "An Introduction to an Integrated P,M&E System developed by IDRC Kaia Ambrose October, 2005."— Presentation transcript:

1 An Introduction to an Integrated P,M&E System developed by IDRC Kaia Ambrose October, 2005

2 Outline 1. A little context: my perspective 2. OM and IDRC 3. Key aspects of OM 4. Stages of OM 5. A few lessons from the field

3 My perspective Ecopar Ecuadorian NGO - research, training and capacity building for natural resource conservation The Ceja Andina Project Sustainable use of agriculture and forest biodiversity in the ceja andina (cloud forest) region of the northern Ecuadorian Andes. Research-oriented (traditional and participatory), social learning processes, policy development and strengthening of local government.

4 Planning, Monitoring & Evaluation concerns in the Ceja Andina Project How can PM&E be a participatory process conducive to social learning and good decision making? How can we make learning & action on-going, iterative? How can we (as an organization) learn from the project in order to improve the way we intervene? How can we bring creativity and interest to the PM&E process? How can we identify our contributions to development “along the way” and not just downstream?

5 Origin of OM Created by the International Development Research Centre (IDRC) between 1998 and 2000 as a response to difficulties faced by their programs and projects “Measuring” the unmeasurables Focusing on & measuring downstream impact Endogenous decision- making processes through PM&E

6 What is Outcome Mapping? An integrated planning, monitoring & evaluation approach An approach that defines outcomes as changes in the behaviour, relationships and actions of stakeholders / partners A methodology that characterizes and asseses the program’s contributions to the achievement of outcomes An approach for designing in relation to the broader development context but assessing within your sphere of influence

7 OM Key aspects Development occurs in open, complex and dynamic systems Development changes are determined by multiple causes, factors and actors Recognizes multiple logics, non-linear relationships, uncertainty, virtuous and vicious cycles in development processes Considers relationships and influences among the partners Attribution of results is not always possible Importance of change as an ongoing process The Program as an organizational unit is an “agent of change” and “subject to change”

8 Key differences Key differences with conventional PM&E approaches: –Linear, cause-effect, thinking contradicts the understanding of development as a complex process that occurs in open systems –So... No claim attribution, just assessing contribution by those with whom programme works directly –Focus on changes in behaviours and relationships, not just actions

9 Assessing Development Results (in this case, Outcomes) Behaviour Changes

10 Assessing Internal Performance Program Behaviour Changes

11 Assessing Influence Program Behaviour Changes

12 Program’s Sphere of Influence = Program`s Boundary Partners The World Beyond Program

13 OM as a process –Encourages a “culture of reflection and evaluation” in all stakeholders’ involved –Enables social learning –Supports empowerment and self determination through participation and iterative learning –Facilitates more equitable dialogue processess –Facilitates organizational learning Decision making and action


15 Characterizing and Assessing Outcomes Boundary Partner Organizational Practices Outcome Challenges & Progress Markers Strategy Map Program Outcome Journal Performance Journal Strategy Journal

16 Outcome Challenge 1 and PMs Outcome Challenge 4 and PMs Outcome Challenge 3 and PMs Outcome Challenge 2 and PMs Vision Mission BP1 Farmer Groups BP2 Rural Schools BP3 Municipalities BP4 Local NGOs Ceja Andina Project Ecopar (organizational Practices) To enable the sustainable use and restoration of biodiversity and agrobiodiversity in the natural and cultural landscape of the ceja andina Strategy Maps

17 Aspects that can be improved Situation and stakeholder analysis explicitly incorporating questions to enable us to articulate a social change theory Identify a set of complementary tools that can be applied in each of the OM steps according to the users needs Facilitation questions to define M&E priorities Deepen the principles of Utilization Focused Evaluation More attention to risk understanding and management (i.e. risks against powerful political/economic forces)


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