M&E tools for NGO capacity building, by CHF International
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Transcript of M&E tools for NGO capacity building, by CHF International
www.chfinternational.org
M&E Tool for NGO Capacity BuildingNGO Capacity Building Workshop
September 2010
Presented
by
Carlene Baugh
www.chfinternational.org
• Gain awareness of:– Framework for achieving program effects– A tool for tracking capacity building
• Identify:– How the tool can be applied in your NGO
capacity building program (s)
At the end of the session participants will
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Let’s look at some
FRAMEWORKS!
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Causal Chain
Inputs Activities Outputs Outcomes Impacts
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Capacity Development
Individual•Development Professionals
•Civil Society Leaders
•Youth•Change Agents
Organization•Community Based Organizations
•Non-Governmental Organizations
•Government departments
•Social enterprises
•Businesses
System•Communities•National Health systems
•National level civil society
•Governmental Coordination Systems
Eco-System•Societies•The full gamut of individuals, organizations, networks and systems
•Cross-functional
•Cross sectoral•Cross-hierarchical
www.chfinternational.orgSpringfield Centre | Making markets work
SUPPORTING FUNCTIONS
RULES
LawsIn
form
al ru
les
&
norm
s
Standards
Regulations
Information
Infra
stru
ctur
eRelated
services
Informing & communicating
Setting & enforcing rules
Business membership organisations
Government
Private sector
Not-for-profit sector
Informal networks
MARKET PLAYERS
Demand SupplyCORE
Enabling Environment
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Traditional Program characteristics:
Judge success or failure
Measure against fixed goals
External for objectivity
Linear cause/effect models
Accountability to external
Accountability for control, blame
Engender fear of failure
Developmental\Systemic approach
Provide feedback for improvement
New measures as goals evolve
Internal, integrated, interpretive
Seek to capture system dynamics
Accountability to values, commitments
Understand & respond strategically
Feed hunger for learning
Adapted from: Patton, Michael Q., 2006, “Evaluation for the Way We Work”, The Nonprofit Quarterly, Spring.
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Key messages
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• See yourself as a part of a interconnected web of relationships and systems
Look at the bigger picture
Key Messages or themes
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Recognizing that change is…
• Continuous • Complex• Non-linear• Multi-directional• Not controllable
Key Messages or themes
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Keeping your eyes wide open
• Being attentive along the journey is as important as the destination
Key Messages or themes
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Contribution not attribution• your influence on a
better world
• you can influence but not control change in your partners
Key Messages or themes
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What is Outcome Mapping
• An M&E tool developed by IDRC • Shift from assessing the products of a
program TO:
Behavior change: relationships, or actions of the people, groups, and organizations with whom a program works directly and those within its sphere of influence.
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What is Outcome Mapping
• Assesses the contributions of development programs make to the achievement of outcomes
• Learning-based and use-driven guided by principles of participation and iterative learning throughout the program life-cycle
• Program, project or organizational levels
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What is Outcome Mapping
• Focuses on monitoring and evaluating its results in terms of the influence of the program on the roles these partners play in development
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Outcome Mapping
Defines the program’s outcomes as changes in behaviors of direct
partners
Focuses on how programs facilitate
change rather that how they caused change
Recognizes the complexity of
development processes together with the contexts
in which they occur
Boundary PartnersIndividuals, groups or
organizations with whom the program interacts
directly to effect change
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3 Stages
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Focus on direct partners• Key concept is
« boundary partners »
• The individuals, groups, and organizations you work with directly and anticipate opportunities for influence
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Examples
• Local communities (NGOs, indigenous groups, churches, community leaders)
• Government officials and policymakers (department, regional administration)
• Private sector (tourism, fisheries, non-timber forest products, logging and wood processing companies)
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Example
• Outcome Challenge: The program intends to see local communities that recognize the importance of, and are engaged in, the planning of resource management activities in partnership with other resource users in their region
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progress markers = ladder of change
Love to see
Like to see
Expect to see
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Progress markers
✓ A graduated set of statements describing a progression of changed behaviors in the boundary partner
✓ Describe changes in actions, activities and relationships leading to the ideal outcome
✓ Shows story of change by articulating the complexity of the change process
✓ Can be monitored & observed
✓ Permit on-going assessment of partner’s progress (including unintended results)
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Performance M&E
• Monitoring 3 elements– Changes in behaviors, actions, relationships,
groups (outcome journal)– Strategies to encourage change in its
partners (strategy journal)– Functioning of a program as an
organizational unit (performance journal)
Each of these monitoring tools builds on elements from the Intentional Design stage, so the group should feel relatively comfortable with them.
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Performance Journal mtg
– What are we doing well and what should we continue doing?
– What are we doing “okay” and what can we improve?
– What do we need to add to better address the organizational practices?
– What activities do we need to modify– Who is responsible? What are the time lines? – Has any issue come up that we need to
evaluate in greater depth? What? When? Why? How?
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Outcome journal
To understand the change process in boundary partners. Collects information about:
• Story of change and reasons for change
• Unexpected changes
• The actors and factors that contributed to that change
• How we know the change occurred
• Learnings (what? how? why?)
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References
• Building learning and reflection into development programs (Sarah Earle, Fred Carden & Terry Smutylo, 2001)
• Outcome Mapping Learning Community http://www.outcomemapping.ca/
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Feedback & Questions