Volta BDC at Workshop Clinic on Evaluation Practices

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!"#$%&#($)*+,-./)01 Change in Knowledge, Actor(s) who will Change in Practice / Attitude and/or Skills Research output(s) involved Risks and change in the same achieving these changes in Behaviour required to achieve in change assumptions way KAS and Practice Practice changeOutcome Public sector at the local, More effective planning of K: Better understanding of Policy makers and public sector 2d: Targeted recommendations of It will be possible to engagepathway 1 district level: relevant RMS; Policies move away advantages of integrated practitioners are engaged in RMS; 3c: Guidelines for developing the public sector out of ministries, directorates, from sectoral towards approach; better understanding of learning alliances, project integrated solutions; 4a: Learning interest that their targets decision makers integrated approaches; effects of integrated RMS workshops, and stakeholder alliances; 4c: Policy briefs and agendas can be met Policies create enabling consultations; through joint action of environments for the platforms private sector A: Appreciation of participatory Policy briefs are sent to the approach; recognition of local ministries. level knowledge on rainwater management S: Improved skills in applying tools and guidelinesNarrative 1 The public sector mostly operates in a mono-disciplinary way, which impedes synergies between crop, livestock and water management and hinders tackling problems related to the interlinkages between the sectors (e.g. water degradation due to livestock drinking). To reverse this and achieve more effective planning of integrated RMS, this project will improve the 2-way communication with decision makers through (1) involving them in learning alliances and (2) providing access to evidence-based information on RMS. This project will strengthen the skills of the public sector in applying tools and guidelines for developing integrated RMS.

23/)0 EU!%EMYQ %"&()#$2($V(,=#0)#W$;//2/70#$&(0X,+$ QO25$ %"&()#$2($*+&A/2A#$X$4#"&?2,7+ :->&A/5 *+,G#A/$Q/&/#)2#5 M2(25/+2#5$,@$;)+2A7/7+#W$.&/#+W$Y(?2+,(-#(/W$57F8F&52($ *+,G#A/$,7/>7/5$ ,+)&(2Z&/2,(W$),?#+(-#(/$&)#(A2#5$2($41$&(0$9[ Provide enabling environment for Dialogue and lobbying Have increased awareness of the RW and SR management to increase profile VBDC projects benefit of supporting research in RW Integrate research results in their /potential of Rain water effectively coordinated and SR management; planning and formulation of and small reservoir and producing high Have increased interest and supporting policy instruments management; two- quality research willingness to value research in Encourage envidence based way consultative decision making investment meetings; share research results; 3,/&$4&52($;7/",+2/PW$9,F&$.&/#+$*&+/(#+5"2>C.#5/$;@+2A&D$$ High quality research capacity development and good enabling >&/@,+-5$&(0$,/"#+$+#)2,(&$=&/#+$+#&/#0$,+)&(2Z&/2,(5$ on the application of environment for RW VBDC approach, field CY%E.;Q$.&/#+W$%:NQQ$#/AD and SR management Understand the importance of using Research for impact approach tours contributes to research results for development results are integrated into policies, Enabling environment poverty reduction and interventions strategic plans and programs for RW & SR improved livelihood Request collaboration with Promote the use of research management/utilisation resilience researchers and research results results for other parts of the sub relevant to their policies and programs region 1)F<&/&*)4!&,&(-.! 4)%)-)*,+!.(;)#$,&! Communication 34B%$<#5#&+A"#+5 ,%2<=!,$%&,+!L)$#%! strategy and plans for 4*(%0);,M!:)>,.)4,!N! VBDC Understand and appreciate project <(%(@(,&,!:.&&! roles and interdependencies to Conduct integrated, innovative 0&(,$@*&O!1(4(-$%=! achieve overall VBDC research with improved cross- B2$*<$#6+!0$&*<!&I-.(#6&O! Willingness for self reflection and project communication and Well documented &0*&-%$)#!:)>,.)4,O! monitoring; to adapt and reorient adaptive management learning process AI%(!(#<!$#%(! research as necessary 1);;2#$-(%$)#,O! P(-$*$%(%&!(--&,,!%)! A better understanding ,%(>&.)*<&,!0)!BC1! of interaction of &,&(-.&,O!D)#$%)$#6! innovation research and (#<!P)**):!24! change process

-)45#)$54678%4 [,=$/,$-#&57+#$>+,)+#55$/,=&+05$,7/A,-#$/&+)#/5$ C-,(2/,+2()$/"#$2(02A&/,+5DMain project outcome (Critical Outcome targets Indicator of progress towards The starting conditions when how whochanges that are core to project (SMART ) outcome target (What will you against which progress willsuccess) observe and measure to know be measured, and how will change is happening?) they be established? (The baseline and the tools and methods you will use to establish it)Key regional policy and Develop regional level Number of planning sessions for LA Survey Annually Logbook of learning INERAextension officials from integrated RMS action integrated action plans ; Number of alliance; Reports fromministries of agriculture, plans or develop RMS stakeholders attending planning learning alliance; 3.livestock and water : Do more integration guidelines sessions; Presence of a plan Survey on operationseffective implementation and document and perceptions of LAdissemination of RMS every 9 months Number and frequency of LA including at the meetings; Number of actors (esp. beginning. public officials); participant profiles; Respective RMS issues discussed- observed in Learning Alliance; level of knowledge about RMS

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Volta BDC at Workshop Clinic on Evaluation Practices

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Volta BDC at Workshop Clinic on Evaluation Practices Presentation Transcript