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BFP-2 Impact Pathways Workshop
4 – 5 February, 2008 CIAT
Boru Douthwaite and Sophie Alvarez, CPWF Impact Project
CIAT, Cali, Colombia
Impact Pathways Matter
Why make Impact Pathways explicit?
• People plan and implement projects (programs, countries …) on the basis of their change models - their implicit theories about how the world works, i.e., impact pathways
• If you can improve the impact pathways (IPs) you can improve the practice, making impact more likely
• IPs show a project’s rationale and networks– Help communicate what the project is doing
• More fundable
– Help with planning, including MTPs– Provide a basis for evaluation
• Starting point for evaluation is a good model of what you think will happen
• Provide information to support programmatic integration• Provides impact hypotheses for ex-post impact assessment
PIPA makes Impact Pathways explicit
It does so by developing two perspectives ….
1. A problem tree that shows a linear logic linking project outputs to project goal; and
2. Network maps that show the evolving relationships necessary to achieve the goal
Impact pathways – a more complete picture….
<-----the full picture---->
>---------------Actor-orientated perspective---------
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ree
Network maps
Foundations
• Adaptation of concepts from Program Evaluation– Renger and Titcomb (2002) – problem trees– Chen (2005) – program theory– Mayne (2004) - performance stories
• Innovation histories – Douthwaite and Ashby, 2005
• Social network analysis– Cross and Parker, 2004
Workshop Road Map
1. Problem Tree
2. Outputs
3. Vis ion
7. Outcom es logic m odel
4. "Now"network m ap
W hat the pro j ect w ill produce
W here pro j ect is go ing - Goal
Necessaryrelationshipsin placeto producethe OUTPUTS
Helps understand pro ject rationaleand w hat needs to change
5. "Future"network m apNecessaryrelationshipsto achievethe VI S I ON
Ide
nti
fyin
g a
lin
ea
r lo
gic
lin
kin
gp
roje
ct o
utp
uts
to
pro
ject
go
al
Inte
gra
tio
n o
fb
oth
vie
ws
6. ProjectS caling
S trategy
Ide
nti
fyin
g t
he
evo
lvin
gn
etw
ork
of
act
ors
ne
ed
ed
to a
chie
ve t
he
vis
ion
The outcomes the pro j ect w ill help achieve, how , and w ith w hom
Pro
du
cts
pro
du
ced
in
th
e W
ork
sho
pP
rod
uct
s p
rod
uce
da
fte
r th
e w
ork
sho
p
M i lestonesandprogressm arkers
Program - levelnetwork m aps
I m pactlogic m odel
Technologyextrapolationdom ain m aps
I m pactnarrative
After the Workshop
• Complete outcomes logic model (that contains outcome hypotheses)
• Identify outcome targets and milestones measuring progress towards them
• Project M&E based on these
• Regular reflection and updating of outcome hypotheses (i.e., impact pathways)
Expectations
( Generic) Problem tree for the BFP2s
Sta
rt H
ere
Relationshipwater- food -poverty not
clear
1st LEVEL
2nd LEVEL
W hy is th is problem happening?W hy?
ProblemNo informationavailable about"W ater Poverty"
in basins
"W hy havebenchm ark
basins?"
"Movingforward ontoo m any
fronts"
Directionand
purpose ofthe CPW Funclear
Lack of clar ityabout the
how the useof water inagricu lturesupports
livelihoods
Not clear whatare the
opportunitiesand risks forchanges inagriculturalwater use
W hat doeswater do in
basins?
Lack of data onW ater
Productivity
W ho has thewater?
W ater Poverty ( W P1)
W ater Productivity ( W P3)
W ater Availability ( W P2)
I nstitution andintervention analysis ( W P4&5)
Deriving Products/ Outputs from the Problem
Tree
• List the outputs, the use of which will address the determinants– The determinants are the problems the project is
directly addressing with its outputs
Exercise
1
Some definitions Activity – what we’re doing inside the project
Hold IP Workshop Outputs – what we produce that other people make use of, that solve the
determinant Improved rice variety; priority setting publication
Determinant – determinants are the problems the project is directly addressing with its outputs
Next users – people and organizations who directly use the outputs End users – the people and organizations that the next users work with. Often the
end users are the ultimate beneficiaries (e.g., resource-poor farmers), but not always.
Politically-important actors– people and organizations whose support is needed for project success
Outcomes – usually the results of the use of outputs by others (often come in chains)
Promotion of rice variety by extension system Adoption of rice variety by farmers Higher rice yields Higher income More children sent to school
Level of influence of Project
High
CONTROL
Low
Research Output Output Outcome Impactactivity target
Level of influence of a project
10 - 30 years
Activities
Use of research products (outcomes)
Produce research products SEE Impacts
3
Scaling Out and Scaling Up
• Scaling up - an institutional expansion, from adopters and their grassroots organizations to policy makers, donors, development institutions
• Scaling out - spread of a project outputs (i.e., a new technology, a new strategy, etc.) from farmer to farmer, community to community, within the same stakeholder groups
Develop a vision of project success at the end of the project
• Take 5 minutes to individually answer the question, then develop common project vision by filling out Worksheet 1– You wake up after your project has finished. Your project has
been a success and is well on its way to achieving its goal. Describe what this success looks like to a journalist:
• What was the situation like before the project started (hint – look at the problem tree)
– What were the unmet needs and requirements of next users and end users?
• What are the next users (disaggregate) now doing differently?
• How are project outputs disseminating (scaling out)?
• What political support is nurturing this spread (scaling up)?
• What are the end users doing differently?
• What are the benefits they are enjoying as a result of the project?
Kee
p it
rea
list
icExercise
2
Workshop Road Map
1. Problem Tree
2. Outputs
3. Vis ion
7. Outcom es logic m odel
4. "Now"network m ap
W hat the pro j ect w ill produce
W here pro j ect is go ing - Goal
Necessaryrelationshipsin placeto producethe OUTPUTS
Helps understand pro ject rationaleand w hat needs to change
5. "Future"network m apNecessaryrelationshipsto achievethe VI S I ON
Ide
nti
fyin
g a
lin
ea
r lo
gic
lin
kin
gp
roje
ct o
utp
uts
to
pro
ject
go
al
Inte
gra
tio
n o
fb
oth
vie
ws
6. ProjectS caling
S trategy
Ide
nti
fyin
g t
he
evo
lvin
gn
etw
ork
of
act
ors
ne
ed
ed
to a
chie
ve t
he
vis
ion
The outcomes the pro j ect w ill help achieve, how , and w ith w hom
Pro
du
cts
pro
du
ced
in
th
e W
ork
sho
pP
rod
uct
s p
rod
uce
da
fte
r th
e w
ork
sho
p
M i lestonesandprogressm arkers
Program - levelnetwork m aps
I m pactlogic m odel
Technologyextrapolationdom ain m aps
I m pactnarrative
Airline network
What is a network?
Many kinds of entities can be part of a network: people, projects, organisations, documents, events, cities, countries, etc.
Each of these entities can have different levels of influence in the network, and
And there are many kinds of relationships that can link such entities, involving transmission or exchange of information, money, goods, affection, influence, infection, etc.
A network is a collection of people and / or things that
are connected to each other by some kind of relationship
Advantages of network models
Actor-oriented descriptions: observable, understandable, verifiable
Captures real-life complexity: We are subject to multiple influences We influence many others
Network models help us understand innovation processes: Innovation processes happen through different actors,
acting in networks These interactions, relationships and influence are modeled
in network maps
A network diagram
(organisations linked by a project)
Influence pathway: actor + relationship + actor + relationship…
CPWF
CREPA
ENTERPRISE
FGs
FRANC
ISSER
IWMI
KNUST
MAs
MOFA
RVAU
SGs
UC
UDS
URBANET
WRC
WRI
A plotted network diagram, multiple relations
The human eye is an analytic tool of remarkable power, and eyeballing pictures of networks is an excellent way to gain an understanding of their structure.
(The structure and function of complex networks, M. E. J. Newman)
Network tasks…..
1. Identify relevant actors
2. Develop network diagrams of key relationships (research, funding, scaling out and scaling up) for
Your project now Residual network 2 years after project has finished
3. Identify key levels of influence
4. Develop a scaling influence strategy (Worksheet 2)
Identify key actors
• Who are the actors involved in research, funding, scaling out and scaling up in the area your project is working in? Can be positions (eg. DDG-R) or organizationsRemember actors at different scales: community/local, your
own organization, regional, national, international
Some types of actors
Government Organization National Agricultural Research and Extension Organization (NAREO)
CGIAR CentreUniversity
Ultimate BeneficiaryNGO
Research OrganizationPrivate Sector
DonorOther (please specify)
Fill out an actor table
ACRONYM FULL NAME LOCATION TYPE OF ORGANIZATION
ROLE
IRRI Int. Rice Research Institute
Los Baños, Philippines
CG Centre Project implementer
MOFA Ministry of Fisheries and Agric.
Accra, Ghana
GO Politically-important actor
FGs Farmers Groups Northern Ghana
Ult. beneficiary End user
PhilRice Philippine Rice Research Institute
Muños, Philippines
NAREO Next user
DfID Dept. for Int. Development
London, England
Govnt. Org Funding agency
DDG-R Deputy Director General of Research
CIAT, Cali CG Centre Politically-important actor
Exercise
3
Develop a network diagram for your project now
Actors: Use cards for nodes
Relationships Use arrows to describe direction Use colour to describe relationship type
Green = funding; brown = research / work; red = scaling out; black = scaling up
Don’t use distance/length
Exercise
4a
Identify influence levels and attitudes in the
networks
Actors: Construct influence towers (0-3 chips) for key actors Indicate their attitude towards your project:
positive neutral negative
Exercise
4b
Draw a second network showing how actors need to be linked to achieve the vision Adjust the influence and attitude
Will the attitude of the actor remain the same or change? Will the same actors still be equally influential? Will there be new influential actors in the area?
Develop a future network corresponding to the vision
Exercise
5
Developing a Scaling Strategy (Table 2)
Describe the most important
differences between the two networks
Why is the change important to
achieve the vision?
What are the project’s strategies for achieving the
change?
Exercise
6
Workshop Road Map
1. Problem Tree
2. Outputs
3. Vis ion
7. Outcom es logic m odel
4. "Now"network m ap
W hat the pro j ect w ill produce
W here pro j ect is go ing - Goal
Necessaryrelationshipsin placeto producethe OUTPUTS
Helps understand pro ject rationaleand w hat needs to change
5. "Future"network m apNecessaryrelationshipsto achievethe VI S I ON
Ide
nti
fyin
g a
lin
ea
r lo
gic
lin
kin
gp
roje
ct o
utp
uts
to
pro
ject
go
al
Inte
gra
tio
n o
fb
oth
vie
ws
6. ProjectS caling
S trategy
Ide
nti
fyin
g t
he
evo
lvin
gn
etw
ork
of
act
ors
ne
ed
ed
to a
chie
ve t
he
vis
ion
The outcomes the pro j ect w ill help achieve, how , and w ith w hom
Pro
du
cts
pro
du
ced
in
th
e W
ork
sho
pP
rod
uct
s p
rod
uce
da
fte
r th
e w
ork
sho
p
M i lestonesandprogressm arkers
Program - levelnetwork m aps
I m pactlogic m odel
Technologyextrapolationdom ain m aps
I m pactnarrative
Developing the Outcomes Logic Model (a description of the project’s impact
pathways)
• Why (Dart, 2005)?– To evaluate or clarify the logic of the project
intervention– To provide a framework to evaluate the
performance of a project • Before, during and after
• Evaluation can provide information to improve decision making and enhance learning
Outcomes Logic Model (fill one table for all stakeholder groups)
Actor (or group of actors who are expected to change in the same way)
Change in Practice of Actor
Change in KAS of Actor required to support this change
Project strategies to bring about these changes in KAS and Practice in Actor
Exercise
7
KAS = Knowledge, Attitudes and Skills
1
2
3
4
5
Future witho utinte rve ntio n
Vis io n
Im p a ctPa th w a y s
Im pr o ve m e nt
Ti m e
1
Im p a ct Pa th w a y sW o rk sh o p
Where we are now
Impact Pathways Evaluation
1
2
3
4
5
Future witho utinte rve ntio n
Adjus te dVis io nAd ju s te d
Im p a ct Pa th w a y s
Im pr o ve m e nt
Ti m e
2
Re fle ctio n
The process
1
2
3
4
5
Future witho utinte rve ntio n
Vis io ns
Im p a ct p a th w a y s
Ac tualim pro ve m e nts
Im pr o ve m e nt
Ti m e
3
Re fle ctio nW o rk sh o p s
Resources
• http://impactpathways.pbwiki.com• Douthwaite, Alvarez, Thiele, Mackay. 2008.
Participatory Impact Pathways Analysis: A Practical Method for Project Planning and Evaluation. ILAC Brief (in press)