improving livelihoods amongst local communities, reflecting the issues that had
been considered high priority at a local level.
Through comparing the interventions taken place in each of the nine
programmes from the point of view of the relevance criterion, the following theory
of change was developed: “close coordination and working relationship with the
national and local government enables both partners (government and United
Nations implementing agency) to develop an appropriate CCA programme.”
Here, the implementation theory part represents the type of similarly implemented
interventions, and the programme theory part is a hypothesized mechanism of
change attached to such implementation theory.
13.5.2 Efficiency M-O Sequences
Unlike relevance, for which it was relatively straightforward to construct a theory
of change, all the other evaluation criteria were not necessarily straightforward,
since each of the criteria can contain a number of different IOs to achieving a high
level of an outcome. For the efficiency criterion, a number of IOs that helped
achieve a high level of efficiency outcome were identified. The analysis was done
by comparing similar interventions that were reported to have worked across the
nine programmes.
As a result of a meta-analysis, stakeholder involvement at an early stage was
identified as the first “recommended practice” to ensuring a high level of efficiency.
In the Armenia, Mozambique and Zimbabwe programmes, there was active
engagement of the stakeholders at a programme identification and planning stage.
A corresponding hypothesis (i.e. programme theory) is that such an intervention
activity fosters a high level of motivation and sense of ownership to the programme.
Four programmes, i.e. Egypt, Turkey, Armenia and Namibia, were reported to
have achieved a high level of efficiency through strong financial controls, swift
reporting, clarified roles and responsibilities and adaptive management through
which the programmes were quick in responding to the changing needs and
priorities of the beneficiaries on the ground. One way to achieving a high level of
efficiency can thus be such interventions as adoption of adaptive management and
clearly defined roles and responsibilities for involved parties. A corresponding
programme theory can be that such adaptive management activities enable the
programmes to attend to the needs and demands of the local beneficiaries whilst
maintaining the ultimate programme goal.
13.5.3 Effectiveness M-O Sequences
The effectiveness criterion presents one of the most important aspects of
programme’s success. Analysing the positive remarks found in the evaluation
reports of the studied programmes has revealed that a high level of effectiveness
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T. Miyaguchi and J.I. Uitto
been considered high priority at a local level.
Through comparing the interventions taken place in each of the nine
programmes from the point of view of the relevance criterion, the following theory
of change was developed: “close coordination and working relationship with the
national and local government enables both partners (government and United
Nations implementing agency) to develop an appropriate CCA programme.”
Here, the implementation theory part represents the type of similarly implemented
interventions, and the programme theory part is a hypothesized mechanism of
change attached to such implementation theory.
13.5.2 Efficiency M-O Sequences
Unlike relevance, for which it was relatively straightforward to construct a theory
of change, all the other evaluation criteria were not necessarily straightforward,
since each of the criteria can contain a number of different IOs to achieving a high
level of an outcome. For the efficiency criterion, a number of IOs that helped
achieve a high level of efficiency outcome were identified. The analysis was done
by comparing similar interventions that were reported to have worked across the
nine programmes.
As a result of a meta-analysis, stakeholder involvement at an early stage was
identified as the first “recommended practice” to ensuring a high level of efficiency.
In the Armenia, Mozambique and Zimbabwe programmes, there was active
engagement of the stakeholders at a programme identification and planning stage.
A corresponding hypothesis (i.e. programme theory) is that such an intervention
activity fosters a high level of motivation and sense of ownership to the programme.
Four programmes, i.e. Egypt, Turkey, Armenia and Namibia, were reported to
have achieved a high level of efficiency through strong financial controls, swift
reporting, clarified roles and responsibilities and adaptive management through
which the programmes were quick in responding to the changing needs and
priorities of the beneficiaries on the ground. One way to achieving a high level of
efficiency can thus be such interventions as adoption of adaptive management and
clearly defined roles and responsibilities for involved parties. A corresponding
programme theory can be that such adaptive management activities enable the
programmes to attend to the needs and demands of the local beneficiaries whilst
maintaining the ultimate programme goal.
13.5.3 Effectiveness M-O Sequences
The effectiveness criterion presents one of the most important aspects of
programme’s success. Analysing the positive remarks found in the evaluation
reports of the studied programmes has revealed that a high level of effectiveness
242
T. Miyaguchi and J.I. Uitto