intermediate outcomes? (outputs). Table C6-2 shows an example of this kind of logical approach for an M&E advocacy effort. Table C6-2: Example of Results Logic/Chain for Your M&E Advocacy and Communications Efforts Long-term outcome M&E culture in organization is supportive of M&E efforts
Intermediate outcomes
Outputs
M&E positions in the organization are included in the organogram of the organization
• 5 meetings about benefits of M&E held
M&E is a standard item on the agenda of monthly meetings
• Office manager briefed on M&E system
• Report on organizational structure design with M&E shared with HR manager • Office manager aware of the benefits of M&E for the organization
Chapter 6
Deliverables: List of main challenges affecting the country’s M&E system that can be addressed, even in part, through advocacy and communications efforts, in order from greatest to smallest negative impact, results logic for your M&E advocacy and communications efforts.
Step 2:
Identify the target audiences
Based on the advocacy and communication objective(s) defined in Step 1, identify the individuals and groups that need to be influenced in order to achieve the advocacy and communications objectives. The target audiences may include individuals (e.g., Prime Minister); organizations (e.g., civil society organizations or LGAs); or sub-populations (e.g., M&E officers of all organizations). Deliverable: List of individuals and organizations to be targeted with advocacy and communications efforts.
Step 3:
Identify your allies and form a team of advocates with specific roles and responsibilities
List the anticipated benefits of fully realizing the advocacy and communication objectives. List organizations, groups or individuals who would directly benefit or be positive if the advocacy and communication objectives were realized. This group would constitute key allies and communicators. Invite these allies to form a team of advocates and ask each ally to list the strengths and benefits they bring to the advocacy work. List all the key roles and responsibilities that must be allocated. Assist each of these allies to identify their strategic niche and commit to their role and responsibilities.
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Making Monitoring and Evaluation Systems Work