The document discusses the development of a monitoring and evaluation (M&E) strategy for PRISE, a research consortium working in East Africa, West Africa, and Central/South Asia. It outlines five key monitoring areas for PRISE: 1) strategy and direction, 2) management, 3) outputs, 4) uptake and outcomes, and 5) context. For each area, it identifies key evaluation questions and discusses challenges in implementing the M&E strategy, such as defining outcomes and distributing monitoring responsibilities across partners and levels.
4. Country focus
East Africa
• Tanzania
• Kenya
West Africa
• Senegal
• Burkina Faso
Central / South Asia
• Pakistan
• Tajikistan
5. People benefit
Resilient economy
Stakeholders invest in and incentivise CRD
Stakeholders cooperate and coordinate
Stakeholders demonstrate understanding,
capacity and evidence to act on CRD
Research and engagement
7. 1. Strategy and direction
2. Management
3. Outputs
4. Uptake and outcomes
5. Context
– are you doing the
right thing?
– are you doing what you
planned to do?
– are the outputs produced to
standard and appropriate for the audience?
– are people aware
of your work and what effect is it having?
– what is changing in your context
that you should be aware of?
Monitoring areas
8. Monitoring area Key evaluation question
1. Strategy and direction
How appropriate and relevant are PRISE strategies for
meeting the goals of the consortium?
2. Management and implementation
How well are internal systems working to implement the
strategy (to time and budget)?
3. Outputs and quality assurance
What has been the quality of outputs produced and
communicated?
4. Uptake and outcomes
What outcomes have been produced and what
contribution has PRISE made to them?
5. Context
How do the contexts within which PRISE is operating vary
over time and space?
Evaluation questions
9. 1. Ongoing data collection: outputs, uptake and outcomes
– E.g. CARIAA output monitoring tool, event assessment, uptake log, media and social media monitoring
2. Periodic data collections: uptake and outcomes
– E.g. interviews, surveys, stories of change
3. Data analysis and synthesis
– E.g. meetings, dashboards, reports, annual learning reviews
M&E processes
_____
a. at country level
b. at consortium level
10. 1. Strategy and direction
2. Management
3. Outputs
4. Uptake and outcomes
5. Context
– happens intuitively
at steering group level
– distributed within each
partner organisation
– driven by donor requirements and
systems
– emerging tools but
need support
– difficult to focus until research
areas are clear
Challenges to model
13. 13
Given our understanding of the context, there are behaviours we would…
…expect to see……………….like to see………………………love to see…
Early positive
responses to the
research
Active engagement
with the research
results
Deep transformation
in behaviour
14. 1. Attitudes
2. Public opinion
3. Capacity
4. Discourse
5. Procedure/process
6. Content
7. Behaviour change
8. Networks and systems
Source: Keck and Sikkink (1998) and Steven (2007)
Defining outcomes
15. What kind of
behaviour would
we…
Expect to see? Like to see? Love to see?
Stakeholder 1 Reads reports,
asks for briefing
Talks to a group
they’ve not
engaged with
before
They develop joint
statements /
approaches
Stakeholder 2 Attends seminar A bit of a
backlash: this is
threatening to
them
Doesn’t try to up-
end the process
Defining outcomes
Editor's Notes
Pathways to Resilience in Semi-Arid Economies
Research consortium led by ODI, primarily CEP and Water but other programmes also involved.
Working with:
LSE Grantham Research Institute
IED Afrique – Senegal
CCCS, University of Dar es Salaam – Tanzania
SDPI – Pakistan
5 years, funded by DFID, managed by IDRC as part of a larger programme on climate adaptation involving three other consortia: CARIAA.
This research will support the emergence of equitable, climate resilient economic development in semi-arid lands through research excellence and sustained engagement with business leaders, local and national government decision-makers, civil society, and regional economic communities.
Develop an evidence base on the risks posed to economic growth in semi-arid lands by extreme climate events, particularly droughts and floods;
Identify investment, policy and planning measures for inclusive climate resilient development and growth in semi-arid lands;
Leverage existing initiatives and networks in a stakeholder engagement process that co-creates knowledge, builds credibility with research users, and promotes the uptake of results.
How to monitor and evaluate this?
7
Mapped what data we would need to answer the questions and then what methods are available to collect, analyse and help interpret that data.
PRISE M&E strategy relies on a combination of ongoing data collection and periodic data collection, at both country and consortium level.
These data will be analysed and synthesised in formal and informal ways for four different purposes:
Management and decision making
Learning
Accountability
Strengthening stakeholder engagement
At country level this is managed by M&E focal points (one per region), although comms officers have responsibility for monitoring outputs and dissemination.
At regional level this is managed by the M&E manager with support from the PRISE comms manager and PRISE Coordinator.
10
Policy change does not just mean change in legislation, budgets or programmes.
Attitudes of key stakeholders to get issues onto the agenda: How interested and open are policy actors to your issues? What kind of evidence will convince them?
Public opinion: How are the public engaged in these issues?
Capacity and engagement of other actors: Who else is engaging in this policy area? How influential are they? What can be done to involve others?
Change in discourse among policy actors and commentators: What are the influential policy actors saying on this issue? What language are they using?
Improvements in policy-making procedure/process: Who is consulted during policy-making? How is evidence taken into account?
Change (or no change) in policy content: What new legislation, budgets, programmes or strategies are being developed?
Behaviour change for effective implementation: Who is involved in implementing targeted policies? Do they have the skills, relationships, incentives to deliver?
Networks and systems for supporting delivery: Are different actors working coherently together to implement policy? Are the necessary structures and incentives in place to facilitate this?
Think at the beginning – who are you trying to influence, what do you want to see?
Develop mini theories of change for each stakeholder at country level.
This is where we have got to and now that the research agenda has been set and key stakeholders can be identified around these we can now begin the outcome mapping process.
e.g. KSI, DFID ESRC growth programme, CDKN, RIPPLE, SLRC.
OM – or parts of it at least – is becoming a standard for defining and identifying outcomes.