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13.6.2 Context forEfficiency Referring to theestimated theoryof change for realizinghigh stakeholder involve- ment, which is considered to be one of the key IOs in securing a high level of efficiency.Buildingpartnerships at an early stage seemsa common-sensical inter- vention to yield this IO. However, as reported in the case of Zimbabwe, even if partnerships are established at an early stage,when participating stakeholders are notwell awareofCCAissues and risks and theCCAprogramme’sobjectives, it is not likely for this corresponding theoryof change to trigger apositive IO.Another contextual conditionwhich can be identified for this theory of change fromall of the studiedevaluations is that theprogrammedesign is sector specific and focused rather than broad. Though thismay not be a “recommended” context for a CCA programme because it can seem to be promoting a “silo” or sector-driven programme design, the degree of programme interventions’ focus seems to have enabled this theoryof change to realize a high level of stakeholder involvement. The second theory of change relates to another IO, i.e. level of programme management achievements.When a national programmemanagement team (case of Tanzania) or national steering committee (case of Malawi) have not shown adequate leadership, thecorrespondingprogrammetheorydidnotproducepositive results. Themore sector specific and focused the programme design is, themore positivepatterns of results concerning this theoryof change seem tobegenerated. Through a deterministic meta-analysis represented by mere M-O sequence, one couldhaveendedtheanalysis inrecommendingadaptivemanagementandclarified roles and responsibilities of the involved parties. The realistic approach can facil- itate our thinking regarding the necessary contextual conditions and their Table 13.3 IdentifiedCMOconfigurations for relevance criterion Context Theoryof change Intermediate outcome Outcome/ criterion Host government and lineministries have already identified national and sectoral CCApriorities, and understandprogramme objective + Closecoordinationand working relationship with the national and local government enables bothpartners (government and UnitedNations implementing agency) to develop an appro- priateCCA programme ¼ High relevance of programmestrategy and intervention com- ponentswith national andglobal priorities Relevance LocalCCApriorities are identifiedby the local government and local partners Here,a theoryofchangeasawhole iscategorically treatedasCMO’s“M”.Indevelopingthis table, theauthorshavereferred to thewayPawsoninhiswork illustrated,e.g. inChapter5ofPawsonand Tilley (1997). However the authors are of the view that the identity of so-called “generative mechanism” is the essence of programme theory; thus a theory of change itself is not the sameas “M”, themechanism.Asimilar argument is developedbyBlameyandMackenzie (2007) 246 T.Miyaguchi and J.I.Uitto