Large-scale ultimate development changes (economic, political, social or environmental) to which the program hopes to contribute, described

… described in behavioural, action type and/or changed relationship terms

Ideal social changes that inspire support and enthusiasm

Ultimate achievement of the vision which lies beyond the program's capability

Answers to questions such as:

- “What is this program supposed to accomplish?”

- “What two to three characteristics would describe the future if the program was wildly successful?”

- “What are your dreams of success?”

- “In three to five years when the program has been very successful, what would be different?”

The vision is a beacon, a guiding light.

Examples on community changes:

- … All the women in the community… have access to markets … and control over their household’s incomes …

- … Poor livestock owners … have easy access to animal disease control methods … able to cope with ECF.

- … Poor livestock owners … have easy access to animal disease control methods … able to cope with ECF.

- … Municipal, regional, and national governments actively support urban agriculture (UA) activities by formulating and implementing UA-related policies…

- … The countries’ governments have developed a comprehensive urban food supply and security strategy that allows cities to fully exploit their local strengths and create effective mechanisms for collaboration with rural and regional agriculture production sectors.

Examples on institutional changes:

Examples on institutional changes:

- … Production and delivery of the Infection & Treatment method against ECF (ITM) is a commercially viable undertaking, supported by a regional market sufficient to sustain private production ventures. The product is produced and delivered at costs affordable to the majority of poor cattle keepers, …

How the Program intends to support achievement of the Vision.

The areas in which it will work; Who the Program will work with.

Its general positioning, approach, expertise, and resource allocation philosophy

Answers to questions such as:

- “How can the project best contribute to or support the achievement of the vision?”

- “What does the project need to be like in order to support the vision?”

Examples:

- … Supporting local rural communities and households affected by with HIV and AIDS …

-… … Working: …- to produce, translate and implement research

outputs to address disease constraints, …

- to ensure the research results are relevant, acceptable, ‘implementable’ and effective

- … Building capacity in rural communities to enhance their influence in local, national, and international policy-making in urban agriculture.…

PartnersPartners

'WHO’ 'WHO’ the Program team will work with to achieve the Vision

StakeholdersStakeholders Boundary PartnersBoundary Partners

…

an interest

or likely to be affected –

positively or negatively –

by Vision or Mission

…

an ability/opportunity

to support intention

BEYOND the Program’sBEYOND the Program’s

sphere of influencesphere of influence

ANY individual, group or institution with

PartnersPartners

testing and adaptation

Adaptation and entrenching

problem identification, exploring solutions

Working partnerships

… Boundary partners because, even though the program will work with them to effect change, it does not control them.

BUT the power to influence development rests with them. The Project is on the boundary of their world.

Boundary Partner

Program relevance & viability Program Results

Program Delivery

Program

Answers to questions such as:

- “Who will be the most important actors to work with?”

- “On whose actions does the success of the program most depend?”

- “Among which actors does the program want to encourage change so that they can contribute to the vision?”

- “Who can the program influence most directly?”

- “Who can help or hinder its work?”

To identify the important partners:

ACTOR ANALYSIS

- Who are the players in the systems?

- Where is the transformation sought?

- Who is important in the transformation sought?

- Who then will be the Boundary partner? Strategic Partner?

- How can we use the relationship to support the changes?

- Develop vision

5 – 10 bullet points

- Develop mission

3 – 5 bullet points

- Develop boundary partners

Up to 5: who and why