engendering change mid- term learning review laura haylock kaia ambrose october 2012
TRANSCRIPT
Engendering Change Mid-Term Learning Review
Laura HaylockKaia Ambrose October 2012
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ENGENDERING CHANGE PROGRAM
• A five year program (2009-2014) co-funded with CIDA
• Civil society actors are key agents of change
• Works with diverse partnership portfolio—36 partners
• Ultimate outcome: Women will actively advance their rights, improve their status and reduce gender inequality.
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ENGENDERING CHANGE PROGRAM • Based on a Theory of Change:
• Partners can become more effective agents of social change at the beneficiary ‘societal’ level when their internal organizational structures, policies, procedures and programming are also more democratic and gender just
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COMPLEXITY IN THE ENGENDERING CHANGE PROGRAM
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ENGENDERING CHANGE MONITORING AND EVALUATION
SYSTEM
• Learning system from a feminist lens
• Utilization focused
• Developmental evaluation, fluid system that is building on the each of the evaluative steps
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MID-TERM LEARNING REVIEW • Formative evaluation with
partner learning at the centre • Review carried out by Kaia
Ambrose, Kevin Kelpin and Terry Smutylo with support of Carol Miller and Laura Haylock Oxfam staff (internal-external combination)
• Document review, three experiential learning workshops
• Participants from 30 partner organizations.
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Purpose: • Produce strong and quality
data that will provide sufficient evidence to assess the Engendering Change program;
• Support and strengthen partners’ ability to identify and monitor changes in organizational capacity on gender equality and women’s rights;
• Create an action-oriented, participatory monitoring and evaluation space for partners.
Guiding Questions:
A. Is our model of Capacity Building effective in the program? If so (not), how and why?
B. What do strong, effective and gender just organizations look like?
C. How do stronger, more gender-just organizations do better, more effective programming?
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METHODOLOGICAL SYNTHESIS
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CONCEPTS USED FROM OUTCOME MAPPING
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STEPS USED FROM OUTCOME MAPPING
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STORIES OF SIGNIFICANT CHANGE
• Gathered in a workshop journal • 94 stories - internal significant change
• 83 - societal significant change
Table 2: Functional Areas Matrix for Placement of ‘Significant Change’ Stories
Type of
Change
Functional Areas
Leadership Internal Structure Program Delivery External Relations
Organizational
Societal
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Current organizational mission linked toWomen’s Rights
Significantchange stories related To our partners‘beneficiaries
External Relations
Program Design (advocacy and campaigns)
Transformative Leadership
Internal Processes and Structures
Actors and Factors that contributed to change
Significant change stories in our partners’internal organizationalcapacities
Ideal organizational mission (women’s rights )
1
2
3
54
Identification of challenges and solutions in organizational capacities
6
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USE OF FINDINGS FROM THE REVIEW
• Integrated use of guiding questions in journals to on-going monitoring of program• Partners using certain techniques for their own purposes• Adjusted and adapted our model of capacity building and supported tool based on findings• Critical enablers as broader indicators for the program
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LEARNING FROM THE PROCESS
Report publically available in Spanish and
English:http://www.oxfam.ca/ec-mid-term-evaluation