1. Engendering Change Mid- Term Learning Review Laura Haylock Kaia Ambrose October 2012

2. Page 2 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.

3. Page 3 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

4. Page 4 COMPLEXITY IN THE ENGENDERING CHANGE PROGRAM

5. Page 5 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

6. Page 6 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.

7. Page 7 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?

8. Page 8 METHODOLOGICAL SYNTHESIS Theoretical Underpinnings: Utilization Developmental Feminist Methodological Synthesis: Outcome Mapping Most Significant Change Outcome Harvesting

9. Page 9 CONCEPTS USED FROM OUTCOME MAPPING CONTRIBUTIONOUTCOMES SPHERES OF INFLUENCE BOUNDARY PARNTERS

10. Page 10 STEPS USED FROM OUTCOME MAPPING MISSION STATEMENTS OUTCOME CHALLENGES PROGRESS MARKERS

11. Page 11 STORIES OF SIGNIFICANT CHANGE Gathered in a workshop journal 94 stories - internal significant change 83 - societal significant change

12. Page 12 Current organizational mission linked to Women’s Rights Significant change 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 organizational capacities Ideal organizational mission (women’s rights ) 1 2 3 5 4 Identification of challenges and solutions in organizational capacities 6

13. Page 13 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

14. Page 14 LEARNING FROM THE PROCESS Focus on the Formative Balance between adaptations and comparability Learning-by- doing key in our program Adapting, experimenting and engendering tools Sensitization to new approaches and Evaluative Thinking

15. Report publically available in Spanish and English: http://www.oxfam.ca/ec-mid-term- evaluation http://www.oxfam.ca/ec-mid-term- evaluation