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Monitoring stakeholder engagement

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Lessons from designing and implementing a monitoring strategy for the PRISE research programme. Focussing on monitoring behaviour change results from stakeholder engagement.

Lessons from designing and implementing a monitoring strategy for the PRISE research programme. Focussing on monitoring behaviour change results from stakeholder engagement.


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Monitoring stakeholder engagement

  1. 1. Monitoring stakeholder engagement The experience of developing the M&E strategy for PRISE Simon Hearn, Research Fellow, ODI
  2. 2. What is PRISE?
  3. 3. Country focus East Africa • Tanzania • Kenya West Africa • Senegal • Burkina Faso Central / South Asia • Pakistan • Tajikistan
  4. 4. 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
  5. 5. Monitoring areas Evaluation questions Required data Tools and processes Roles and responsibilities Capacity development M&E strategy build up
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. Impact: Change in economy, Institutions, communities Outputs: Research, comms and engagement Outcomes: Changes in behavior, relationships, policy Defining outcomes
  11. 11. 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
  12. 12. 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
  13. 13. 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

Notes de l'éditeur

  • 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
    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.