Seite - (000325) - in Evaluating Climate Change Action for Sustainable Development

plan, monitor, and evaluate its capacity development initiatives. TheWBI pilot brought togetherkey-conceptsfromthesethreeapproachestodevelopspecifictools toplan,monitor,andevaluateWB’s initiatives thataremulti-sector,withacapacity 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, institu- tional, and/or behavior change, has been synthesized into a guide (World Bank 2014b) and a book (World Bank 2014c), the latter sharing experiences of imple- mentation of the tools in a range of initiatives supported by theWBI. Another document, “DesigningaMulti--StakeholderResultsFramework:Atoolkit toguide participatory diagnostics and planning for stronger results and effectiveness” (WBI2013b), and other draft documents provided by theWBI (Gold 2013, 2014; WBI 2013a, 2014), guided the design of a Results Framework (RF) for the DroughtNLTA. Thefirst step is the design of amulti-stakeholderRF.The step-by-step process involves the identificationandanalysisofchallengesandconstraints to institutional change, followedby thedevelopment of a changeprocess that includes adevelop- ment goal, institutional changeoutcomes, and intermediate capacity outcomes. Someof the questions that guide thedesignof the changeprocess (and that are seen again when harvesting outcomes tomonitor and evaluate the initiative) are “Whoneeds todrive theneededchanges;what local leaders, groups andcitizens?; andHowandWhen is change expected to happen?” (WBI2013b) The analytical framework – that can be adapted – incorporates the lenses of institutionalandpolicychanges.Challengesandconstraintsarecategorized,e.g.,as “weakorganizational capacity”,or “inefficientpolicy instruments”,while interme- diate capacity outcomes (progress markers) that are part of the change process wouldfall intocategoriessuchas“raisedawareness,enhancedknowledgeorskills, improved consensus and teamwork, strengthened coalitions” and so on (WBI 2013b).These categories and tools guide the design of themulti-stakeholderRF. 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 eachgroupof partners is groupedunder a so-called “OutcomeArea”. The change process, therefore, strongly based on theOMconcepts, “unpacks” full theoryof change to learnhowmilestones link tomore transformativechanges, creating a scale of change tomeasure progress along the process. Outcomes are understoodaswhateachsocial actor (orchangeagent)did,or isdoing, that reflects a demonstrated change in awareness, knowledge or skills, collaborative action, or 6More 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 (OutcomeHarvesting); CapacityDevelop- ment Results Framework can be found at http://documents.worldbank.org/curated/en/2015/10/ 25228268/capacity-development-results-framework-strategic-results-oriented-approach-learning- capacity-developmentandathttp://betterevaluation.org/resources/capacity_dev/results_framework 17 Drought PreparednessPolicies andClimateChangeAdaptation andResilience. . . 313