Page - (000091) - in Evaluating Climate Change Action for Sustainable Development

programmatic goals/frameworks are prefilled by the program team,while pro- jectsmaptheir individualcontributions intothese.Second,anMELsupportpack provides practicalmechanisms and tools to ensure a balanced quantitative and qualitativemonitoring. Assessment and bonus: Feedback loops, spaces for justification of changes and learningareweaved into theP&Rtoallowfor systematicandstrategicadaptive management throughout. Evaluation and synthesis are done from the regional and thematic perspectives after project reporting, to facilitate reporting to funding agencies, but also to minimize double counting of outcome target numbers and facilitate learning and knowledge brokerage across the program portfolio and beyond. Evaluation criteria include traditional output focused criteria, aswell as progress towards outcomes, partnership and learning. Incen- tivemechanismsarebeingintroduced, recognizingthat thesedonotalwayshave to relate to budgetarybonuses. Institutional transformation and learning: Through feedback loops and reflexive spaces the program’s evaluative learning-oriented culture is also built into the system to ensure that the program is not only capturing ‘arewedoing the right thing?’, ‘are we doing it right?’, but also ‘how dowe knowwe are getting it right?’ (Kristjanson et al. 2014; vanEppandGarside 2014). Chapter 14 (Adaptation Processes in Agriculture and Food Security: Insights from Evaluating Behavioral Changes in West Africa) of this book describes an example of how this has beenoperationalized in a regional programofCCAFS. 4.12 Implications forPolicy,Practice andResearch In this sectionwe list some practical implications for a research-for-development organization that is consideringmoving to an approach based onRBMandTOC (Schuetz et al. 2015). WorkingalongTOCsand impact pathwayshasmajor implications forM&E. It implies amove to contribution rather than attribution, to acknowledge the role and inputsofpartnersandotheractorsboth inachievingoutcomesand inproviding evidence for those outcomes. Building in triple-loop learning canmake amajor contribution to reflection and to supporting adaptivemanagement, so that project teams can better deal with uncertainty. At the same time, not everything can be measured; this highlights the need for narratives that can complement and support more quantitative information. As part of creating a program enabling environment, embracing the three thirds principle facilitates investment into solid science, critical partnerships, ownership and buy-in by partners, and capacity enhancement at all levels both internallyandexternally.CCAFShasbeenpushing theboundariesofR4Dandhas been serious about taking on the expandedCGIARmandate to deliver outcomes, seeFig. 4.6. 72 T.Schuetz et al.