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T2.4 Participatory Impact Pathways Analysis (PIPA)
Designed to assess impacts in the water and food sectors, the Participatory Impact Pathways
Analysis (PIPA) is based on a participatory workshop in which the project stakeholders make a set of
explicit assumptions of how the project impacts will be achieved (http://www.prgaprogram.org). As
with the 'Open Standards' approach, this should ideally be undertaken at the project design stage.
Description of Method
The main steps in PIPA are set out in Figure T9. PIPA starts with a 3 day participatory workshop
involving 3-6 groups of 4-6 people. Participants undertake the following activities:
Problem tree and identification of outputs (day 1)
The problem tree uses a linear cause and effect logic to understand the project rationale and what
needs to change. The branches of the problem tree end when it has identified a problem that the
project should tackle. Once identified, these ‘determinant problems' help define the project outputs
needed to solve them. Outputs are defined as "things the project produces that others beyond the
project use" (Douthwaite et al., 2008).
‘Vision of success’, 'network maps' and strategies (day 2)
The cause and effect logic of the problem tree is balanced by a 'network perspective' in which
impacts are the result of interactions between stakeholders or actors. The idea of network maps is
to model the relationships between stakeholders in the 'with' and 'without project' scenarios.
Participants first construct a 'vision of success' in which they try to imagine what different types of
stakeholders will do in the future assuming that the project is successful. Categories of stakeholders
include: project implementers; politically influential people and organizations who could help (or
hinder) the project; the users of project outputs (or 'next users'); and groups who will work with the
'next users'.
Participants then draw up a 'now network map' showing current key relationships between the
stakeholders, and a 'future network map' showing how the stakeholders need to link up or work
together to achieve the project vision – this should show the required changes in attitudes,
networks, etc. Participants then identify the strategies, activities and outputs needed to bring about
the required changes.
Outcomes logic model and an M&E plan (day 3)
On the third day, the participants combine the cause-effect descriptions from the problem tree with
the network maps into an 'outcomes logic model' (Table T4). This describes in tabular form how the
various stakeholders need to act differently for the project to achieve its vision. The rows describe
the required changes in each set of stakeholders' knowledge, attitude, skills and practice, and the
project strategies to bring these changes about. The resulting changes are defined as outcomes.
Social Impact Assessment of Land-Based Carbon Projects (1.0) – Part II | 18