monitoring stakeholder engagement


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Monitoring stakeholder engagement The experience of developing the M&E strategy for PRISE

Simon Hearn, Research Fellow, ODI

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What is PRISE?

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Country focus

East Africa• Tanzania

• Kenya

West Africa• Senegal

• Burkina Faso

Central / South Asia• Pakistan

• Tajikistan

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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

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Monitoring areas

Evaluation questions Required data

Tools and processes

Roles and responsibilities

Capacity development

M&E strategy build up

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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

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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

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1.Ongoing data collection: outputs, uptake and outcomesE.g. CARIAA output monitoring tool, event assessment, uptake log, media and social media monitoring

2.Periodic data collections: uptake and outcomesE.g. interviews, surveys, stories of change

3.Data analysis and synthesisE.g. meetings, dashboards, reports, annual learning reviews

M&E processes


a. at country levelb. at consortium level

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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

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Impact: Change in economy, Institutions,communities

Outputs:Research, comms and engagement

Outcomes: Changes in behavior, relationships, policy

Defining outcomes

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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


Active engagement with the research


Deep transformation in behaviour

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1.Attitudes 2.Public opinion3.Capacity4.Discourse5.Procedure/process6.Content7.Behaviour change8.Networks and systems

Source: Keck and Sikkink (1998) and Steven (2007)

Defining outcomes

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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