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Session Title: Integrating Monitoring and Evaluation (M&E) and Learning Into an International Organization
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Panel Session 760 to be held in Sebastian Section L1 on Saturday, Nov 14, 10:55 AM to 11:40 AM
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Sponsored by the International and Cross-cultural Evaluation TIG
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| Chair(s): |
| Colleen Duggan, International Development Research Centre, cduggan@idrc.ca
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| Abstract:
This panel will discuss the strategy, steps, lessons and challenges involved in building M&E capacity in the International Centre for Transitional Justice; a young and rapidly growing international non-profit organization. As the first effort by the organization to grow its M&E ability, the work involved building a Culture of Evaluation and injecting Result-Based Management principles into the organization as well as the more common M&E technical elements. The discussion will focus particularly on the opportunities and challenges that the unique 'context' of an international organization poses such as: how does one create an agency wide organizational culture and a learning organization with offices in multiple countries staffed by multiple nationalities? How do power dynamics (e.g. north-south) factor into establishing quality M&E systems in an agency? Three different perspectives will be given on this effort, from inside the ICTJ, the consultant and a donor providing an overarching commentary.
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The View From Inside: Leading an Agency's First Initiative to Integrate Monitoring and Evaluation (M&E)
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| Paige Arthur, International Center for Transitional Justice, parthur@ictj.org
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This paper will review briefly the history of the International Centre of Transitional Justice, the type of work associated with transitional justice and the contextual characteristics in which this work generally takes place. It will then outline the successes and failures of the organization's initial efforts to integrate M&E which took place prior to hiring the M&E consultant. After setting the stage, the paper will be written from the perspective of the staff person responsible for leading the M&E effort. It will look at the steps taken to shift the organizational culture towards a culture of evaluation and results based management; two tasks which were seen as central to the ability of the technical M&E work to be successfully integrated into the programmatic work of the Centre. It will also touch on the internal dynamics of having the initiative led by a headquarter based Research Unit, resource issues and working with a consultant.
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The Monitoring and Evaluation (M&E) Consultant Perspective on Integrating M&E Into a Previously M&E-Free Organization
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| Cheyanne Scharbatke-Church, The Fletcher School of Law and Diplomacy, cheyanne.church@tufts.edu
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This paper will take the perspective of an external consultant brought in to assist the International Centre for Transitional Justice in its first efforts to build M&E capacity on a short-term contract basis. It will have three sections. First, the successes and challenges in building technical capacity and developing relevant policies will be explored and the associated lessons learned articulated. Second, in addition to the technical, this paper will also look at the power dynamics of being a consultant attempting to create internal changes within an organization and that effect on the overarching process. Finally the paper will discuss the challenges of the context and the effect on the strategy, M&E tools and learning initiatives.
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