plan, monitor, and evaluate its capacity development initiatives. The WBI pilot
brought together key-concepts from these three approaches to develop specific tools
to plan, monitor, and evaluate WB’s initiatives that are multi-sector, with a capacity
development focus, and that operate in complex environments.
6
This piloted approach, which operationalizes a process and framework for
systematically understanding outcomes that are structured around policy, institutional, and/or behavior change, has been synthesized into a guide (World Bank
2014b) and a book (World Bank 2014c), the latter sharing experiences of implementation of the tools in a range of initiatives supported by the WBI. Another
document, “Designing a Multi--Stakeholder Results Framework: A toolkit to guide
participatory diagnostics and planning for stronger results and effectiveness”
(WBI 2013b), and other draft documents provided by the WBI (Gold 2013, 2014;
WBI 2013a, 2014), guided the design of a Results Framework (RF) for the
Drought NLTA.
The first step is the design of a multi-stakeholder RF. The step-by-step process
involves the identification and analysis of challenges and constraints to institutional
change, followed by the development of a change process that includes a development goal, institutional change outcomes, and intermediate capacity outcomes.
Some of the questions that guide the design of the change process (and that are
seen again when harvesting outcomes to monitor and evaluate the initiative) are
“Who needs to drive the needed changes; what local leaders, groups and citizens?;
and How and When is change expected to happen?” (WBI 2013b)
The analytical framework – that can be adapted – incorporates the lenses of
institutional and policy changes. Challenges and constraints are categorized, e.g., as
“weak organizational capacity”, or “inefficient policy instruments”, while intermediate capacity outcomes (progress markers) that are part of the change process
would fall into categories such as “raised awareness, enhanced knowledge or skills,
improved consensus and teamwork, strengthened coalitions” and so on (WBI
2013b). These categories and tools guide the design of the multi-stakeholder RF.
The change process is focused on behavior/policy/institutional changes driven
by the partners. To capture this, partners are aggregated into groups involved in
similar activities and promoting similar changes. The change process envisioned
for each group of partners is grouped under a so-called “Outcome Area”.
The change process, therefore, strongly based on the OM concepts, “unpacks”
full theory of change to learn how milestones link to more transformative changes,
creating a scale of change to measure progress along the process. Outcomes are
understood as what each social actor (or change agent) did, or is doing, that reflects
a demonstrated change in awareness, knowledge or skills, collaborative action, or
6 More information about these approaches can be found at http://www.outcomemapping.ca and
http://betterevaluation.org/plan/approach/outcome_mapping (Outcome Mapping) and http://
betterevaluation.org/plan/approach/outcome_harvesting (Outcome Harvesting); Capacity Development Results Framework can be found at http://documents.worldbank.org/curated/en/2015/10/
25228268/capacity-development-results-framework-strategic-results-oriented-approach-learningcapacity-development and at http://betterevaluation.org/resources/capacity_dev/results_framework
17 Drought Preparedness Policies and Climate Change Adaptation and Resilience. . .
313
brought together key-concepts from these three approaches to develop specific tools
to plan, monitor, and evaluate WB’s initiatives that are multi-sector, with a capacity
development focus, and that operate in complex environments.
6
This piloted approach, which operationalizes a process and framework for
systematically understanding outcomes that are structured around policy, institutional, and/or behavior change, has been synthesized into a guide (World Bank
2014b) and a book (World Bank 2014c), the latter sharing experiences of implementation of the tools in a range of initiatives supported by the WBI. Another
document, “Designing a Multi--Stakeholder Results Framework: A toolkit to guide
participatory diagnostics and planning for stronger results and effectiveness”
(WBI 2013b), and other draft documents provided by the WBI (Gold 2013, 2014;
WBI 2013a, 2014), guided the design of a Results Framework (RF) for the
Drought NLTA.
The first step is the design of a multi-stakeholder RF. The step-by-step process
involves the identification and analysis of challenges and constraints to institutional
change, followed by the development of a change process that includes a development goal, institutional change outcomes, and intermediate capacity outcomes.
Some of the questions that guide the design of the change process (and that are
seen again when harvesting outcomes to monitor and evaluate the initiative) are
“Who needs to drive the needed changes; what local leaders, groups and citizens?;
and How and When is change expected to happen?” (WBI 2013b)
The analytical framework – that can be adapted – incorporates the lenses of
institutional and policy changes. Challenges and constraints are categorized, e.g., as
“weak organizational capacity”, or “inefficient policy instruments”, while intermediate capacity outcomes (progress markers) that are part of the change process
would fall into categories such as “raised awareness, enhanced knowledge or skills,
improved consensus and teamwork, strengthened coalitions” and so on (WBI
2013b). These categories and tools guide the design of the multi-stakeholder RF.
The change process is focused on behavior/policy/institutional changes driven
by the partners. To capture this, partners are aggregated into groups involved in
similar activities and promoting similar changes. The change process envisioned
for each group of partners is grouped under a so-called “Outcome Area”.
The change process, therefore, strongly based on the OM concepts, “unpacks”
full theory of change to learn how milestones link to more transformative changes,
creating a scale of change to measure progress along the process. Outcomes are
understood as what each social actor (or change agent) did, or is doing, that reflects
a demonstrated change in awareness, knowledge or skills, collaborative action, or
6 More information about these approaches can be found at http://www.outcomemapping.ca and
http://betterevaluation.org/plan/approach/outcome_mapping (Outcome Mapping) and http://
betterevaluation.org/plan/approach/outcome_harvesting (Outcome Harvesting); Capacity Development Results Framework can be found at http://documents.worldbank.org/curated/en/2015/10/
25228268/capacity-development-results-framework-strategic-results-oriented-approach-learningcapacity-development and at http://betterevaluation.org/resources/capacity_dev/results_framework
17 Drought Preparedness Policies and Climate Change Adaptation and Resilience. . .
313