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Case: Dr. Ibrahim Khadar (CTA): Capacity-centred Impact Pathway Analysis (CcIPA): Design, Testing and use through collaborative case studies


Title case:
Capacity-centred Impact Pathway Analysis (CcIPA): Design, Testing and use through collaborative case studies

Subject of the monitoring and/or evaluation:
In October 2012, CTA’s Learning, Monitoring and Evaluation Unit (LME) Unit launched a joint impact study of the Centre’s technical and financial support to nine long-standing partners, over the past ten years: CaFAN and CARDI in the Caribbean region, and ANAFE, EAFF, FANRPAN, IPACC, KENFAP, RTN and RUFORUM in Africa. These organisations and networks cover more than 50 countries and they are as diverse as the countries they cover - some operate as a small secretariat with nodes and members in their various constituencies, while others are large organisations with sub-offices in various countries. Some are university networks while others are farmers’ organisations.  Their areas of intervention range from ICTs, to forestry education and from research to policy advocacy.

Within the development community, the commonly accepted practice in impact assessing is to identify the ‘significant or lasting changes in people’s lives, brought about by a given action or series of action’. Changes in the capacities of the organisations and networks that implement the development actions are not normally considered as impact, which explains why impact studies are usually carried out separately from the evaluation of organisational capacity development.

It is in order to address this methodological vacuum that CTA has spearheaded the development of the Capacity-centred Impact Pathway Analysis (CcIPA) model. In essence, CcIPA is a synthesis model based on the premise that the performance and impact of organisations or networks depend to a large extent on the state of their core capabilities. CcIPA is built around three main conceptual components: the Five Core Capabilities (5 CCs) model, the Logic Model and a framework for categorising impact.

CTA and partners were very clear from the outset about the strategy for implementing the impact study. An effective implementation strategy was needed to ensure good communication among the participants as well as their full commitment to the study. A key element of the strategy was to implement the study in two distinct phases - a quick scan of approximately three months, followed by in-depth studies.

Another strategic element related to the roles of the various participants. Each organisation has responsibility for financially and technically managing their case study, including the selection of an external M&E expert, based locally, who will work with a qualified staff member. The external expert brings the technical support while the staff member brings the data and information. Finally all the organisations were consulted at all the stages of the study: the methodology design, definition of scope, scheduling and budgeting, and mid-term progress review. 

The study has revealed exciting findings, including, evidence of significant growth and increased performance of the partner organisations and networks during their association with CTA. All the partners indicated that CTA’s partnership has been most beneficial at critical stages in their development .CTA is credited by all the partners with having made a significant contribution to their capability to relate to their external stakeholders, which one of the partners has attributed to ‘raising their profile and increasing awareness among a wider audience of their activities and projects’.


Name of case owner:
Dr Ibrahim Khadar



Current function:
Manager Learning Monitoring Evaluation Unit

Your role in this utilisation case:
Team Leader

Other relevant experiences/background: 
Unit Manager, Learning, Monitoring and Evaluation (LME), Sierra Leone
PhD in Agricultural Economics, University of Montpellier 1, France; Post Graduate Diploma in Tropical Agriculture, Ecole Supérieure d'Agronomie Tropicale (ESAT), Nogent-sur-Marne; BSc (Honours) Economics, Fourah Bay College, University of Sierra Leone. The academic field (teaching and research) could not hold Ibrahim, who attained the position of Senior Scientific Officer at CAB International before joining CTA in 1992.