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Evaluation for Institutional Learning and Change (ILAC) A CGIAR initiative & it’s implications for IFAD Doug Hort PowerPoint Presentation
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Evaluation for Institutional Learning and Change (ILAC) A CGIAR initiative & it’s implications for IFAD Doug Horton & Jamie Watts February 22, 2005. “To be serious about poverty, the agricultural research and development community has to be serious about institutional learning and change.”

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Evaluation for Institutional Learning and Change (ILAC)A CGIAR initiative & it’s implications for IFADDoug Horton & Jamie WattsFebruary 22, 2005

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“To be serious about poverty, the agricultural research and development community has to be serious about institutional learning and change.”

Robert Chambers

“Changes in the CGIAR should be home-grown and evolutionary.”

Ian Johnson

“The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”

Albert Einstein

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Topics

  • Why be concerned with ILAC?
  • What is ILAC?
  • ILAC and innovation systems
  • Entry points for ILAC: The key role of evaluation
  • Some practical examples
  • ILAC Briefs
  • Q & A
  • What are the implications for IFAD?
ilac team
ILAC Team
  • Jamie Watts (IPGRI project leader)
  • Doug Horton (project coordinator)
  • Anne Acosta (ILAC research associate)
  • Robert Chambers (IDS-Sussex)
  • Boru Douthwaite (CIAT)
  • Andy Hall (UNU-INTECH)
  • Charles Staver (INIBAP)
  • Peter Matlon (RF), Theo van de Sande (DGIS), Stephan Krall (GTZ) & Shantanu Mathur (IFAD)
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1. Why are We Concerned with ILAC?

  • Accelerating change on many fronts
  • Limited progress in poverty reduction & sustainable resource management
  • Limitations of “lone ranger,” “pipeline” & “TOT” approaches

To remain relevant and have impact, our organizations need to change:

    • Link more effectively with partners & users
    • Evolve more rapidly
    • Learn (from errors & failures)
    • Translate lessons into effective action
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2. What is ILAC?

  • ILAC emerged from concerns that CGIAR centers were not:
    • Sufficiently engaged with the “real world”
    • Learning enough from their evaluations
    • Using lessons to improve their work
  • ILAC has academic roots in :
    • Utilization-focused evaluation,
    • Science & policy studies
    • Management science
    • Organizational development
    • Action research
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How can we define ILAC?

A process of reflection, reframing and using lessons learned during R&D processes that changes:

  • Professional behaviors of those involved in the agricultural innovation
  • Institutions (habits & norms) that guide behavior
  • Performance of R&D organizations
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Another Perspective on ILAC

An emerging menu of interventions that promote new behaviors and relationships, through:

  • Critical reflection & self-awareness
  • Analysis of both successes & failures
  • Using lessons to work more effectively
  • Changing rules, norms & conventions that guide behavior
  • Developing an environment that supports learning and change
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Our Vision:

ILAC will be a catalyst for changing the way we conduct agricultural research to improve its contribution to development

3 ilac and innovation systems
3. ILAC and Innovation Systems

In the Innovation Systems Framework:

  • Agricultural research organizations operate within complex, adaptive systems
  • Innovation is a socio-technical process
  • Innovations emerge at the interfaces of knowledge production, dissemination & economic activity
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Elements of an Innovation System

  • Organizations and individuals involved in generating, diffusing, adapting and putting new knowledge into economic use
  • Institutions and policies that govern behavior and interactions
  • Interactive learning
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Implications of the Innovation Systems Perspective

  • Communication, negotiation & relationships are crucial (hence facilitation)
  • R&D organizations need to concern themselves not only with technical but institutional innovation
  • Participatory, evolutionary, systems approaches to planning, management & evaluation should be favored over linear, reductionist, expert-based approaches
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4. Entry Points for ILAC

  • Developing individuals’ knowledge, attitudes andskills
  • Reorienting management systems
  • Fostering a culture of innovation, learning and change
  • Fostering a supportive external operating environment
key role of evaluation
Key Role of Evaluation
  • Evaluation, broadly defined, can serve as a tool for learning from past successes & failures in order to improve future actions
  • To serve this purpose, evaluation must be “Utilization-Focused” & involve key potential users of the evaluation results
evaluation organizational learning principles pitfalls
Evaluation & Organizational Learning: Principles & Pitfalls
  • We learn most from our “errors,” but seldom admit them
  • We learn most “in the field,” but seldom go there.
  • Most organizations have serious “learning disabilities.”
    • The higher you go the less you can “afford” to learn.
    • The “new boss syndrome”
    • Staff turnover and “knowledge loss”
  • Evaluations are seldom utilization-focused & seldom support organizational learning & change
  • Organizational learning is a complex & delicate social process that needs to be managed.
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6. Examples of ILAC in Action

  • An integrated action research / action learning program
  • Learning from innovation histories
  • Building learning into external reviews
  • Building KS into internal reviews / meetings
  • Combining participant and expert reviews
  • “Horizontal evaluation”
the andean papa andina network andre devaux cip
The Andean “Papa Andina” NetworkAndre Devaux, CIP
  • Applied R&D with many partners
  • Emphasis on “institutional platforms”
  • Participatory planning & review
  • Structured “sistematización”
  • Publication of strategies & results
  • Center-based, with long-term funding (SDC+)
  • Stable core team, who realized the key role of institutional innovation, participation & learning
  • Consultants in social science, evaluation & communications
innovation institutional histories andy hall unu intech shambu prasad icrisat boru douthwaite ciat
Innovation / Institutional HistoriesAndy Hall (UNU-INTECH), Shambu Prasad (ICRISAT) & Boru Douthwaite (CIAT)
  • Published accounts & conventional wisdom often differ sharply from the way things actually happen.
  • IH: An “investigative journalistic account” that seeks to capture both technical & institutional factors of success / failure
  • Experience in IRRI, CIP, ICRISAT, CIAT
  • Challenges:
    • Engaging key actors, to avoid “dropping the bomb.”
    • Questions of legitimacy within traditional research organizations
building learning into ccer s
Building learning into CCER’s
  • Analysis of CCERs by project managers
  • EPMR process informed by CCERs
  • Revised CCER process to include self assessment
    • SWOT analysis
    • Recommendations for improvement
    • Survey of stakeholder perspectives
    • Use of existing data from other sources
    • Reporting of results to project managers and top management
  • Survey results inform priority setting within IPGRI
  • Have reviewed the learning dimension (presentation at AEA)
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Building KS and learning into a Center’s Annual MeetingSimone Staiger, Nathan Russell & Doug Pachico, CIAT
  • Issues:
    • How best to structure large-scale Annual Review & Planning Meetings?
    • How to address “hot issues” and keep things cool?
  • Approach:
    • Define clear objectives !
    • Introduce new ways to organize sessions:
      • “Open Space”: Structured free-for-all for staff to work through issues of importance to them
      • “Peer Assists”: For Individuals to present problems & get suggestions from colleagues
      • “Knowledge fair” rather than PPT presentations
      • Self-organized small-group meetings
      • “Barometer team” & “After-action reviews”
      • Participant evaluation
combining participant expert review wasnar
Combining Participant & Expert Review WASNAR
  • Provide guidelines for preparation of program presentations
  • Have structured reviews by staff groups
  • Have an external reviewer participate in the meetings & assess both:
    • The programs
    • The review procedures
horizontal evaluations within a network andre devaux papa andina
“Horizontal Evaluations” within a NetworkAndre Devaux, Papa Andina
  • Conducted within a network
  • Organize project review meetings
  • Provide guidelines for project presentations & reviews
  • Invite managers of other projects to review the project in question
  • Involve an external reviewer as well
eight ilac briefs
Eight ILAC Briefs:
  • Institutional Learning & Change: A CGIAR initiative
  • Innovation systems
  • Learning-oriented evaluation
  • Collaborative agreements: A “how to” guide
  • Preparation and use of innovation histories
  • Participatory strategic planning: An example from CIMMYT
  • Towards integrated monitoring and evaluation systems
  • Learning alliances
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Summary

  • Why ILAC?
  • What is ILAC?
  • Where did it come from?
  • Innovation systems & ILAC
  • Entry points & ways forward
  • Examples of ILAC in action
  • ILAC Briefs
  • Q & A
  • What are the implications for IFAD?