Monitoring elements:Monitoring elements:

Changes in behaviours, actions, activities and relationships among the key boundary partners - the Progress Markers

The Strategies the Programme is employing to encourage the changes

The functioning of the Programme as an Organizational unit

Monitoring elements:Monitoring elements:

Changes in behaviours, actions, activities and relationships among the key boundary partners

-What progress markers have been achieved?

-What evidence demonstrates these changes?

Mapping of Outcomes !!!!

Monitoring elements:Monitoring elements:

The Strategies the Programme is employing to encourage the changes

-What mix of strategies are we employing?

-Are our partners satisfied? Is there transformation?

-Can we improve?

Improving effectiveness and efficiency!!!!

Monitoring elements:Monitoring elements:

The functioning of the Programme as an organizational unit

-How are we doing in helping our partners?

-Are we learning from experience?

Learning and changing. Being relevant!!

Monitoring Challenges:Monitoring Challenges:

Takes time, resources, commitment and effort

Requires getting together to collect and reflect on data and program’s work;

-Not too frequent

-Not to far apart

-Suggestion of every 2 – 3 months

Monitoring plan (help prioritize): :

Priority:

Boundary partner progress

Program Strategies

Program Organizational Practices

Proposed Tool:

Outcome journal

Strategy journal

Performance journal

Developing an Developing an Outcome JournalOutcome Journal

Work dating from … to …(Reporting period):

Contributors to monitoring update:

BP’s Outcome challenge:

LMH measure (Your rating of achievement, e.g. Low = 0 – 40%, Medium = 41 – 80%, High = 81 – 100%)

LMH Progress Marker

Who

Developing an Developing an Outcome JournalOutcome Journal

LMH Progress Marker

Who

Expect to see the BP …

Like to see the BP …

Love to see the BP …

Other (quantitative) indicators of Other (quantitative) indicators of OutcomesOutcomes

Work dating from … to …(Reporting period):

Description of change:

Sources of evidence:

(e.g. Survey, PRAs & Group discussions)- Tools used- Reports quoted (authors)- Findings

Un-anticipated change:

Lessons/Required program changes/Reactions:

Developing a Developing a Strategy (Activity) JournalStrategy (Activity) JournalWork dating from … to …(Reporting period):

Contributors to monitoring update:

Strategy being monitored: Strategy type

(C-I, P-I, .. S-E)

Describe the activity:(What did you do? With whom? When?)

Effectiveness of strategy:

Outputs:

Or I-1, I-2, … E-3Or I-1, I-2, … E-3

Developing a Developing a Strategy JournalStrategy Journal

Describe the activity:(What did you do? With whom? When?)

Effectiveness of strategy:

Outputs:

Required program follow-up:

Lessons:

Date of next monitoring meeting:

Developing a Developing a Performance JournalPerformance Journal

List the organizational practices:

1. Prospect for new ideas, opportunities, resources

2. Seek feedback from key informants

3. Obtain support of next highest power

4. Assess and (re)design products, services, systems and procedures

5. Check up on those served to add value

6. Share your best wisdom with the world

7. Experiment to remain innovative

8. Engage in organizational reflection

Developing a Developing a Performance JournalPerformance JournalWork dating from … to …(Reporting period):

Contributors to monitoring update:

Practice 1: Prospecting for new ideas, opportunities, resources

Example or Indicator:

Sources of evidence:

Lessons:

Developing a Developing a Performance JournalPerformance JournalPractice 2: Seeking feedback from key informants

Example or Indicator:

Sources of evidence

Lessons:

Practice 3: Obtaining the support of your next highest power

Monitoring plan (Prioritize): :

Monitoring priority

Who will use?

Purpose When needed?

Who will use?

Who will collect?

How often?

Proposed tool

Achievement of outcomes

Outcome Journal

Program Strategy (ies)

Strategy Journal

Program Org’nal Practices

Performance Journal

It is recommended to combine the OM monitoring approach with other M & E

approaches to make the process inclusive and the results more acceptable

Note …Note …

Because OM enables a team to use ongoing feedback to track progress, make corrections and

report results at any stage of an initiativereport results at any stage of an initiative.

for more information and to share your experiences

www.outcomemapping.ca www.idrc.ca/evaluation

www.mapeodealcances.net

“Not everything that matters can be counted,

and not everything that can be counted matters”

- Albert Einstein