Seite - (000256) - in Evaluating Climate Change Action for Sustainable Development

improving livelihoods amongst local communities, reflecting the issues that had been consideredhighpriority at a local level. Through comparing the interventions taken place in each of the nine programmes fromthepointofviewof the relevancecriterion, the following theory of change was developed: “close coordination andworking 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 theorypart represents the typeof similarly implemented interventions, and the programme theory part is a hypothesized mechanism of change attached to such implementation theory. 13.5.2 EfficiencyM-OSequences Unlike relevance, forwhich itwas relatively straightforward to construct a theory of change, all the other evaluation criteria were not necessarily straightforward, since eachof thecriteria cancontain anumberofdifferent IOs toachievingahigh level of an outcome. For the efficiency criterion, a number of IOs that helped achieve a high level of efficiencyoutcomewere identified.The analysiswas done by comparing similar interventions that were reported to haveworked across the nine programmes. As a result of ameta-analysis, stakeholder involvement at an early stage was identifiedas thefirst“recommendedpractice” toensuringahighlevelofefficiency. In the Armenia, Mozambique and Zimbabwe programmes, there was active engagement of the stakeholders at a programme identification andplanning stage. A corresponding hypothesis (i.e. programme theory) is that such an intervention activityfostersahighlevelofmotivationandsenseofownershiptotheprogramme. Four programmes, i.e. Egypt, Turkey,Armenia andNamibia,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.Oneway to achieving a high level of efficiencycan thus be such interventions as adoptionof adaptivemanagement 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 theultimate programmegoal. 13.5.3 EffectivenessM-OSequences 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