Programme journals

The evaluation planning journals include the Outcome, the Output mapping,  the Cross-cultural understanding , the Quality values Journal, Sustainable economy and the Institutional capacity journals.

Outcome journal

The Outcome journal monitors the progress of each Target partner towards the achievement of outcomes.

Progress markers scorings together with clarifying comments are compiled in the Monitoring Data sheet, first section, if large in volume. If not so large in volume then the progress markers are compiled in the below table.

Progress markers selected for the monitoring:
As presented in the DESIGN document.

Scoring method: HR&S / Action10 scoring method

  1. Scoring of Progress markers
    1. Compile the progress markers in the Monitoring Data Sheet, first section (excel),
      or if the volume is small enough, in the below table (word).
    2. Give each Progress marker a running number
    3. Compile the scoring of each progress marker
    4. Compile short comments adding information to scorings when appropriate
  2. Registering outcomes
    1. Compile achieved outcomes
      1. What evidence demonstrates this change in terms of outcome?
    2. Compile not achieve outcomes
      1. Which revision seems necessary to achieve the outcomes?
    3. Compile unanticipated outcomes if any
  3. Compile Descriptions of Change
    1. Identifying the progress marker´s number(s) it refers to
    2. Compile contributing factors and actors as well as sources of evidence
  4. Compile lessons and reactions
  5. Identify the appropriate programme design changes

To track progress over time, an outcome journal is established for each Target Partner that the programme has identified as a priority.  The Outcome journal used is a modified version of the Outcome Mapping tool developed by (Earl, Carden et al. 2001)

Direct learning from the monitoring exercises should be fed into the programme design revisions.

Base line

The monitoring starts at the same time as the design of the programme. The first task is to identify the baseline of the programme; the presentation of the situation prior to the start of the programme.  Progress marker and Ten Action scorings together with the related comments are compiled in the Monitoring data sheet.

Progress markers

The progress markers are graduated, and some of them, particularly those listed under “level 2 and 3”, describe a complex behaviour that is difficult to categorize as “having occurred” or “not having occurred.” Although many of the progress markers could be the subject of an in-depth evaluation themselves, this is not their intended purpose (Earl, Carden et al. 2001). The progress markers are not developed as a lockstep description of how the change process must occur; rather, they describe the major milestones that would indicate progress towards the achievement of the outcome challenge. The purpose of the progress markers in monitoring is to systematize the collection of data on the Target Partners’ accomplishments. These details should be viewed as the richness of the results, not as check-marks to be obtained.

The Progress markers articulate the results that the programme has helped to achieve (Earl, Carden et al. 2001). They do so by tracking and discussing trends in the behaviours of the Target Partners. Although there is not a cause-and-effect relationship between the programme’s actions and changes in the Target Partner, by compiling information using the outcome journal, the programme will better understand how its actions do, or do not, influence its Target Partners. With this information, the programme will be able to improve its own performance and encourage its Target Partners to achieve deeper levels of transformation. The programme will also be creating records of observed changes. These records can periodically be synthesized to tell the story of influence and change relative to areas of interest or achievement.

The purpose with the Action Evaluation planning Tool is to avoid focusing on outputs until these have been identified by the Target partners. The dream, the mission, the Outcome challenges and Progress markers all address the wish of the Target partners to be able to do certain things to improve their livelihood or operations. Only in the Output mapping do outputs appear.

Theory of Change

Theory of Change (ToC) is a specific type of methodology for planning, participation, and evaluation that is used in the philanthropy, not-for-profit and government sectors to promote social change. Theory of Change defines long-term goals and then maps backward to identify necessary preconditions. The innovation of Theory of Change lies in making the distinction between desired and actual outcomes, and in requiring stakeholders to model their desired outcomes before they decide on forms of intervention to achieve those outcomes. Theory of Change is a form of critical theory that ensures a transparent distribution of power dynamics. Further, the process is necessarily inclusive of many perspectives and participants in achieving solutions.

Output mapping journal

The Strategy of Action10 is based on the premises that the programme has to be prepared to change along with its Target partners. The Output mapping will need to continuously be revised in order to respond to its Target Partners’ changing needs. In order to provide the programme with a systematic way to monitor its activities, so that it can think strategically about its contributions and modify its activities as required the Output mapping is assessed real-time.

The Output mapping journal records data on the strategy being employed to provide the means necessary for the Target partners to reach their Dreams. It is filled out during the programme’s regular Evaluation planning meetings. Although it can be customized to include specific elements that the programme wants to monitor, the generic format includes the resources allocated (inputs), the activities undertaken, the outputs, and any required follow-up.

Quality values and Cross-cultural learning journal

All PPs ensure that the Ten Actions are addressed fully in all procedures and all programmes

Evaluation planning

The revisions in any of the Programme Parameters are recorded together with dates and the decision makers.

Knowledge sharing

All PPs shall manage social media such as website and facebook.

Finance administration and accounting

Action10 has developed guidelines presenting international standards. All Programme Partners have agreed to follow the international standards. PPs can provide training and coaching. All PPs ensure full transparency in all procedures and all programmes

Programme revisions

The level of the incorporation of results from Impact assessment sessions into revised programmes is monitored.


Each PP has to have at least one “programme manager” who is responsible for the activities on site as well as the real-time monitoring and evaluation planning. Each PP must also have a financial manager who is responsible for the finance administration and accounting as well as the agreements between the PPs.

Develop and maintain policy for; Keeping staff and volunteers trained, motivated, aware of tasks, responsibilities and obligations.

Countering conflicts

Each PP may develop, update and implement when appropriate a conflict resolution strategy.

Sustainable economy journal

The Finance Markers reflect status of the sustainable economy situation. The Finance markers are developed per each of nine business model sections and are scored from one to five during the evaluation.

Institutional capacity journal

The journal records data on how the institution managing the programme is operating fulfil the mission of the programme.  The Institutional capacity assessment concerns the section of the Institution managing the addressed programme.

The institutional journal as a whole includes a variety of components and the Programme needs to make prioritisations. The Programme may choose only a few parameters at the start of the Programme with the aim of increasing the number of parameters with time. Institutional capacity scoring is done annually with all staff and volunteers attending a one – five day meeting. Below is compiled a selection of parameters, whereas a more elaborated compilation of parameters is available as one of the ActionTools.

Theory of Change emerged from the field of programme theory and programme evaluation in the mid 1990s as a new way of analyzing the theories motivating programmes and initiatives working for social and political change. Theory of Change as a concept has strong roots in a number of disciplines, including environmental and organizational psychology, but has also increasingly been connected to sociology and political science.

1. Outcome Journal
2. Output mapping Journal
3. Cross-cultural understanding Journal
4. Quality values Journal
5. Sustainable economy Journal
6. Institutional capacity Journal

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