Steer on progress and results

Your Theory of Change functions as a dynamic framework that evolves through implementation. As you execute your strategy, you'll discover new perspectives and extract valuable lessons from your experiences. This makes continuous assessment and refinement of your approach essential. Based on hands-on experience, we've created a systematic approach that works across all Theory of Change frameworks, from brief initiatives to extended multi-year programs.

Break down your overall timeline into manageable phases – typically quarterly periods. These phases help make advancement more trackable. At each phase's conclusion, you evaluate performance and track development using two distinct team review formats:

• Action review session: This session addresses "Are we doing things right?" The focus centers on monitoring activity advancement.
• Outcome review session: This review concentrates on outcome development and explores "Are we doing the right things?"

Action review

Monitoring action advancement

Throughout the activity review, teams systematically examine the status of current activities. The objective is to identify any activities that aren't advancing as planned and explore ways to enhance their execution.

Prior to the meeting, each activity leader prepares a brief status update. This groundwork streamlines issue identification during the review and facilitates decision-making on solutions.

Elements of the status update:

• Completion level: What portion of the work has been finished?
• Performance status (color coding): Is implementation proceeding as expected?
• Rationale: What accounts for the green/amber/red status? What team support is required?

During the meeting, the team concentrates on actions marked amber or red and explores the root causes. Collectively, you identify methods to maintain momentum or implement required modifications.

Outcome review

Evaluating outcome results

The outcome review aims to extract insights from action results and revise your Theory of Change incorporating new knowledge or changing circumstances. The emphasis is on determining whether each outcome – along with its related metrics – remains achievable.

Before the meeting, outcome leaders develop progress updates covering:

• Output metrics: What achievements have been realized to date?
• Performance status (color coding): Is the outcome progressing well? How do we evaluate current results?
• Rationale: What explains the green/amber/red designation, and what modifications (if any) are recommended?

During the meeting, the team evaluates whether outcomes remain appropriate and if any aspects of the Theory of Change require revision. Do we need additional activities? Should we modify schedules or priorities? Have certain activities become obsolete or ineffective?

Through consistent activity and outcome reviews, you maintain your Theory of Change as current, practical, and aligned with creating the transformation you originally envisioned.