Learning from evaluations – CcIPA model at WOUGNET

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While i write this blog post, in no way should people think that i am an expert in evaluations. I am writing purely from a lay man’s language as a blogger sharing briefly about WOUGNET experiences with evaluations – especially using the synthesis model that deals with core capabilities of institutions.

Many monitoring, reviews, end of project and impact evaluations have taken place but often times, its quite hard to capture impact/outcomes and translate learning into actions. For organizations to be able to deliver and contribute change in the wider society, there must be certain things set straight on its core capabilities  Рits abilities to deliver based on the core capabilities.

It’s often a practise for many institutions to conduct evaluations, produce reports and have a few meetings here and there and that is the end of it. WOUGENT has over the years tried to ensure that they learn from interventions that they have undertaken, however much this was a practise, we knew little not until we participated in a joint impact study in partnership with the Technical Center for Agriculture and Rural Cooperation (CTA)

The study was undertaken using the Capacity-Centred Impact Pathway Analysis (CcIPA) model developed by CTA in collaboration with its partner organisations as well as a team of experts. CcIPA is an innovative synthesis model, based on the premise that performance and impact of organizations depend greatly on the state of their core capabilities. It is geared at internal learning as opposed to accountability.

Participants in an earlier exercise of the new model of evaluation in Kampala

Participants in an earlier exercise of the new model of evaluation in Kampala

It focuses on looking at changes in the core capabilities of organizations and interactions among its key actors which influence the impact pathways for outcomes. The model draws on the best aspects of various existing tools/methodologies including: (i) Five Core Capabilities model, (ii) Results-based management, (iii) Logical Framework Analysis, (iv) Theory of change, (v) Outcome mapping and (vi) Participatory impact pathways analysis.

The study was undertaken by an external consultant working closely with the WOUGNET Secretariat Program Manager – Information Sharing and Networking, and the Rural Projects Officer

To cut the story short, this model was quite an eye opener for all WOUGNET staff, the exercises through staff meetings helped staff to identify issues, challenges and opportunities within the organisations  that could be taken care of for better organisational growth and realization of outcomes on interventions. The model introduced by CTA will be adopted in all WOUGNET evaluation exercises. While, i can not go deep to explain everything about this model, i would encourage that readers interested in this model can actually get to read and use this model. In Uganda, the Regional University Forum for Capacity Building in Africa (RUFORUM) and WOUGNET have already used Рand thanks to CTA for all the human and financial support. We can actually help link up and get the model/book through CTA for those interested.


Moses Owiny