In line with IITA’s 2012–2020 refreshed strategy, the M&E strategy is aimed at building M&E capacity within IITA and to service Scientists, Project Managers, and Senior Management on all aspects of M&E. For example, how to select the right performance measures within projects, at hub and Center levels; how to make decisions regarding the funding of interventions that best contribute to IITA Strategic Objectives as well as the CGIAR System-Level Outcomes (SLOs):

SLO 1: Reduced Poverty

SLO 2: Improve Food and Nutrition Security for Health

SLO 3: Improved Natural Resources Systems and Ecosystems Services

Theory of Change

IITA’s theory of change (TOC) explains the pathways through which the organization is expected to achieve impacts. The TOC states that

  1. National partners (NARES) in Africa will adopt IITA’s research outputs (improved crop varieties, management practices, and livelihood options) if they collaborate with IITA and the research is designed based on farmers’ preferences and consumers’ demands;
  2. Farmers and value chain actors (end users) will grow or apply the research (outputs) products if they are involved in participatory field evaluation and selection (at least 50% of the participants are women and youth) and the products respond to their needs;
  3. Multiplication and dissemination of research products on a large scale will happen if multiple partners:  public partners (NARES, governments, NGOs), and private partners (traders, seed companies, commercial farmers) are involved in products multiplication and dissemination (at least 50% of partners are women and youth);
  4. If out-scaling mechanisms are developed and implemented, e.g., awareness campaigns, capacity building, business models (e.g., BIPs), and marketing for the private sector, then a large number of farmers and value chain actors will be reached with the research products;
  5. If there are better policies for adoption and farmers see benefits, then a large number of farmers and value chain actors will adopt products (research outcomes);
  6. Increased adoption would lead to increased productivity (yield), income, jobs, improved nutrition/health, and improved natural resources management (intermediate development outcomes: IDOs);
  7. And subsequently, all the IDOs would lead to (impacts: SLOs) improved food and nutrition security and poverty reduction in Africa.

Key Performance Indicators

Impact Indicator: Number of People Lifted Out
of Poverty

7,421,053
(64%)

13% (2018) 27% (2017)

Indicator 1: Percent Change in Yield of IITA
Priority Crops.

1,122,403 Ha (9 projects)
(15%)

Indicator 2: Land Area under Sustainable Land
Use (SLU) Practices.

44.3%

Indicator 3: Percent of People Adopting Proven
Production Technologies and Management
Practices

12 (2 projects)

Indicator 4: Number of People Benefiting from
IITA Priority Commodities that have been
Biofortified

28 (11 projects)

Indicator 5: Number of Technological
Innovations Developed.

306 (3 projects)

Indicator 6: Number of new Jobs created in the
agribusiness models scaled out by value chain.

69 (3 projects)

Indicator 7: Number of agribusiness ventures
(models) in the priority crops and livestock
supported by IITA scaled out by stakeholders.

74,961

Indicator 8: Number of People Trained.

465 (23 projects)

Indicator 9: Number of formal and informal
research partnerships formed (CGIAR and non-
CGIAR partners.

Publications = 862
Open Access = 477

Indicator 10: Number of publications made available
on open access repositories.

48 (5 projects)

Indicator 11: Number of IITA interventions /
innovations that have considered gender in their
activities.

11 (4 projects)

Indicator 12: Number of research strategies
developed by IITA that inform government policy and
institutions at national and sub-national levels.