Theory of Change
CLEAR-AA Theory of Change
CLEAR-AA’s Intervention Logic
CLEAR-AA’s intervention logic is to influence values and belief systems that are core to what incentivises people and organisations in using evidence for improved decision-making. In order to contribute to this wider, longer-term change we need to intervene at three different levels. First, if we put adequate skills and resources for M&E in place we can influence individual behaviour. Second, if we intervene at an organisational level to encourage a culture of learning and leadership in the use of evaluation in key countries in the region we believe this can contribute to improved decision-making drawing on relevant evidence. Third, we intervene at a systems level to create an enabling policy environment to support individual and organisational good practice in M&E. This can facilitate improved decision-making in programme development as well as deepen democracy through strengthening downward accountability mechanisms. These interventions act in confluence with one another and are neither linear nor sequential but are fluid, based on the specific local contexts in which CLEAR-AA is engaged.
Assumptions underpinning CLEAR-AA’s TOC include:
1. CLEAR-AA’s ability to influence our member countries to improve decision-making. To address this, CLEAR needs to ensure it builds the relationships with key stakeholders that influence decision-making in the countries it is focusing on. Strengthening its facilitator role for key interventions is essential to strengthening CLEARAA influence.
2. For CLEAR-AA to be able to chart new paths through innovations in evaluation techniques, it must have the reach and credibility to be recognised as a knowledge broker. To address this, CLEAR-AA needs to ensure sufficient time and resources for research to buttress its knowledge broker role with new sources of evidence.
3. The ambitiousness of the CLEAR-AA’s TOC is premised on an ability to measure the impact and quality of its work. To address this, CLEAR-AA has put in place key performance indicators for the organisation as a whole. CLEAR’s quality assurance processes need to ensure regular input from its stakeholders to form part of the assessment of CLEAR’s impact and quality of work.
4. That individual evaluation practitioners recognise the need for life-long learning in the evaluation domain. To address this, CLEAR will develop an array of tools that are useful for different stages of evolution in the evaluation domain.
5. For CLEAR-AA to be able to develop a much broader supply of African M&E specialists, there is a willingness amongst the relevant stakeholders to entrench M&E as a profession. To address this, CLEAR-AA will put in place a triple helix model that brings greater cooperation amongst government M&E units, Higher Education Institutions (HEIs) and Voluntary Organisations for Professional Evaluators (VOPEs) to chart a pathway for the core competencies required to entrench a profession in evaluation.