- OM focuses on immediate changes the project wishes to initiate or establish… Changes to influence realization of desired impacts

- Outcomes = transformation in behaviour, relationships, activities, actions of people, groups, and organizations that program targets

- OM thus = a way or an approach to project planning, monitoring and evaluation that maps, supports the development of and captures desired outcomes (changes) as they unfold

- From research outputs, to adoption, outcomes and impacts …

team

-Scope of work

-Actor diversity

There is increasing

AND!! changing problem definition

-Local and global adaptability

-Diverse physical and socio-economical factors

- From research to adoption, outcomes and impacts …

… How far should a research team stretch and work to achieve objectives?

team

- No one delivers outcomes alone. In all R & D efforts many other players and events play key roles…

testing and adoption

Adaptation and wider scaling

problem identification, exploring solutions

Working partnerships

Researchers

- OM requires engagement with partners in relationships that

support behavioural transformation leading to

outcomes indicating progress towards impact

OM does not focus on ATTRIBUTION and IMPACT!!!

Other multi-stakeholder P, M & E Processes:

- Results-based Management

- Learning Systems Methodology

- Soft Systems Methodology

- Participatory Learning and Action

- Participatory Rural Appraisal

- Rapid Appraisal of Agricultural Knowledge Systems

Karin Verstralen, September 2005

- Logical Framework Analysis

Log frame analysis

Narrative Summary

Verifiable Indicators

Means of Verification

Important Assumptions

Defines project structure, distinguishing between Activities, Inputs, Outputs, Purpose and Goal

Emphasis on value of indicators of achievement. Subject to measurement, or qualitative judgement, or both

How and from what sources of information each indicator (VI) will be quantified or assessed. Consider practicality and cost

Important assumptions on which the success of the project depends. Risks considered

Log frame analysis

Longer term changes in people or organisations (using the immediate project outputs), or changes in others they have subsequently interacted with

LFA Goals and Outcomes

Large-scale ultimate development changes (economic, political, social or environmental) which the program hopes to contribute. Described in form of (ideal) behaviour of actors in the system

OM Vision

Log frame analysis

Changes in people, organisations who have used those project outputs (goods or services). Project hopes to influence these (and learn about how it can have influence)

LFA Purpose level changes (outcomes)

Outcome Challenge: The ultimate, most ideal change as result of project actvities.

Progress Markers: Gradual, transformational change, starting from what current situation.

OM Challenges and Progress markers

Log frame analysis

Activities of the project (if services), or their results (if goods), that people and organisations outside the project can use, e.g. workshops, reports, publications, trainings, etc.

LFA Outputs

What the Project WILL DO to influence desired changesWILL DO to influence desired changes in the in the Partner Partner along the Progress Markers identified.

Aimed at Partner

Aimed at Partner’s environment

Cause, Persuade, Support

OM Strategy (or Activities) Map

Log frame analysis

Some misgivings about LFA

Long, complex, unreadable sentences

Result of compromises between different parties negotiating the contents of the LFA.

Sometimes the result of people not knowing that the whole story does not need to be told in one sentence

Narrative statements without people in them, e.g "Rice productivity increased"

Unreadable, ... Somehow People left out. Lots of abstract and disembodied processes.

Log frame analysis

Some misgivings about LFA

Insistence on only ONE Purpose level statement

ONE Purpose and One Goal pushes a very linear model of reality. It does not even allow for any parallel but convergent events

Outcome Mapping helps a program

-be specific about actors to target

- the changes expected,

- strategies to be employed and, as a result,

- be more effective in terms of results to be achieved.

Valuable for programs whose results and achievements CANNOT be understood with quantitative indicators ALONE but which require qualitative, contextualized story of development process