TAKING THE ANGST OUT OF ATTRIBUTION THE SYNERGY MATRIX JEFF COUTTS.
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Transcript of TAKING THE ANGST OUT OF ATTRIBUTION THE SYNERGY MATRIX JEFF COUTTS.
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TAKING THE ANGST OUT OF ATTRIBUTION
THE SYNERGY MATRIX
JEFF COUTTS
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ISSUE
How do you account for the
different (and complementary) contributions of different programs, projects and initiatives?
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THE 3 RINGS OF PROJECT INTERVENTION
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INTERNAL PROJECT LEVEL
PROJECT Resources Management Process Activities
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DIRECT IMPACT LEVEL
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OTHER INTERVENTION INFLUENCES
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OUTCOME LEVEL
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OTHER CONTEXT INFLUENCES
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SYNERGY MATRIXRecognises other programs, processes and initiatives
Explored the “niche” of each – “value adding role”
Looks at complementary and relationships
Evaluates according to niche in overall impact area
Acknowledges that changes are a result
of a range of programs, processes and initiatives
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CASE STUDY 1 – COTTON EXTENSION
Issues:
Review of industry-funded extension positions
A perspective that they were no longer needed – given the large number of private consultants in the industry
Industry was facing a crisis in terms of insect resistance.
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Methods
Individual and group interviews with the different groups (growers, researchers, consultants, extension).
Constructed a synergy matrix.
Tested the matrix.
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The Synergy Matrix
Role Consultant Extension Research Reseller companies
IT and DSS
Day-day ops
monitoringXXXX X X XX X
Raise resist
awarenessXXX XXX XX XXX
Develop new strategies X XX XXXXLocal RD&E trials/validate X XXXX XX XCoordinate resist monit X XXXXDemonstrate
workshopsX XXXX XX XX
Feedback to research X XX
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Results
Matrix tested against industry – ‘rang true’
Public extension playing a critical role in addressing resistance issue
Critical role understood and accepted
Appointed more ‘industry extension” staff
Appointed national coordinator.
IT group unhappy with their positioning.
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CASE STUDY 2 – RURAL WATER USE EFFICIENCY
Issues:
Major cross-industry extension program
Costly exercise – on-farm work
How important was extension proving in relation to research and regulation?
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Method
Case studies
Report analysis
Interviews
Synergy Matrix as one of analytical tools
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The Synergy MatrixPROCESSES RWUEI
AdoptionProgram
RWUEIResearch & $
incentive
NRM genWater ref.WAMPS
DPI/EPANCEA
Understanding catchment flows and needs
♣ ♣♣ ♣♣♣♣ ♣♣
Negotiating allocations ♣♣♣♣
Developing water trading systems
♣♣♣♣
Underpinning legislation ♣♣♣♣ ♣
Developing awareness of water controls
♣ ♣♣♣ ♣
Developing improvements to infrastructure
♣ ♣♣♣♣
Financial incentives ♣♣♣♣
Recognition of incentives ♣♣♣♣ ♣
Developing awareness of need for WUE
♣♣♣♣ ♣ ♣♣ ♣♣
Education of irrigators about improving WUE
♣♣♣♣ ♣ ♣ ♣
Developing on-farm benchmarks for assessing improvements
♣♣♣♣ ♣ ♣
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Results
Different unique roles highlighted
Evaluation focused on the niche for extension – rather than the entire matrix
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CASE STUDY 3 – ACTION RESEARCH LAOS
New project attached to on-going project
Differences between “on-paper” role and actual role
Roles changed over time
Sensitivity by parent institutions about attribution
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Methods
Interviews with project teams and observing agencies and informed persons
Use of Synergy Matrix
Negotiation around comparative weighting
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The Synergy MatrixActivity/Stage ⷀYears FSP (CIAT
Asia)FLSP (CIAT Laos) AIRP (Laos)
Testing and selection of forage varieties with farmers
1995-1998 *****
Distribution of forages to farmers in Laos with further trials
2001-2002 *****
Formation of village forage groups to trial forages and report back to village
2001-2003 *****As impacts emerged, this evolved from focus groups to also feeding into “village planning” meetings (2003).
Staff training in identifying system changes and impacts
2002-2004 *****done through writing, and peer review of ‘case studies’
***
Training and development in conducting cross visits to show impacts to new farmers
2002-2003 ***(**)was natural outcome of activities in late 2002. Jo (pre-AIRP) contributed.
*****
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Later in projectActivity/Stage 䘌 Years FSP (CIAT
Asia)FLSP (CIAT Laos) AIRP (Laos)
Production of posters for villages
Dec 2005 Rudimentary posters prepared for vill.
meetings 2002, and 2003
***
*****
Production of book on scaling out and extension manual
Aug 2005 to June 2006
Built on experiences of mainly FLSP and
LLSP, with also AIRP and SADU
****
*****necessary time/funding
support otherwise would not happen!!
Workshops on scaling out impacts with NAFES / NGOs
2006 Workshops (LPB, SVKT) for 20* NGOs in
2004
*****
*****
Trialing of competency/skills self assessment system for district and provincial staff
2006 *****
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Results
Across projects agreement about different roles and outputs – and how that varied over time
Able to evaluate project on effectiveness of its unique (and actual) niche rather on the project as a whole
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Synergy matrix Range of competing/Complementary
initiativesA B C D E
1 contribution of
2 each knowledge
3 process needed to
4 bring about change
5
6
Individual contribution overall impact
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LEARNINGSAttribution doesn’t need to be
quantitative
The synergy matrix is a powerful way of
presenting findings
Negotiation is important between closely linked projects
Roles can change over time – and can be mapped
Defining comparative roles using a
synergy matrix takes the angst out of attribution.