ROPE - Design
The approach starts with compiling the ambitions and goals of the Target partners.
After having identified the ambitions of the Target partners, the ROPE compiles the challenges that the Target partners face. Those challenges describe the reasons for why the Target partners are not doing what they want to do to reach their goals. We call the compilation of challenges Outcome challenges.
Linked to each Outcome challenge is a Progress marker. The purpose with the Progress markers is to enable evaluation planning of the program activities. Thus, the Progress markers are well defined indicators which can be easily monitored and assessed.
After defining the ambitions, quality values such as truth, trust harmony, equity and resilience re reflected and agreed on
Thereafter cross-cultural understanding, learning and partnership is addressed. Expectations are clarified as well as sharing of inputs and benefits. The partners also agree on the definition of equal partnership.
Then a Sustainable economy scheme is developed . To reach sustainable economy the Programmes can for example be run as social enterprises or be components of the National development programme. The sustainable economy scheme explains how to generate income to covers all programme costs, as well as tax in the country of operation. A sustainable economy is required for the Target partners as well as for the Programme partners.
A crucial component of the ROPE is also that all partners have strong enough institutional capacity to manage the program and a plan for quality Institutional capacity is developed. The institutional capacity includes aspects as mission, vision, strategy, goals, sustainable economy, evaluation planning, strategic partners, visibility, staff, volunteers, management, board, infrastructure, and finance administration and accounting.
The Outcome Challenges and Progress markers define the Output Map. The Output Map is a set of concrete activities that needs to be addressed to reach the goals of the Target partners.
At this time, when everything has been considered, then, and only then is it time to develop an input map. The Input map explains who does, what, when and how. It also explains which resources are required.
Prior to initiating the work according to the design document an MoU is preferably agreed on.
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ROPE Evaluation planning
The ROPE Evaluation planning builds on a sequence of monitoring and evaluation events, for with dates, participants and results are recorded. Lessons learned from the monitoring and evaluation exercises are fed into the Journal and are used for programme design revisions.
The outcome evaluation planning is preferably done real-time so that the lessons learnt can directly contribute to the evaluation planning in actual practice. The evaluation planning builds on a sequence of monitoring and evaluation events, for with dates, participants and results are recorded. The monitoring preferably starts at the same time as the design of the program. Methods for collecting monitoring data are designed to best match the lay-out of the programme. Monitoring data collected via local partners and inserted into the journals.
All ROPE related information is compiled in a master document, the Programme journal (PJ), and each programme develop its own Journal. The Programme journals are quite ambitious, as a result of the complexity of cross-cultural development and social enterprising collaboration, but shall only be used to frame the work. Thus, the work with the PJs is iterative, and the Journals build up with time. The PJ consist of three sections the Design, the Monitoring and scoring and the Evaluation planning.
External programme design
HR&S offers coaching on designing ROPE programmes for new development programmes and social enterprises. Larger programmes can be supported with structuring their programmes using IT project management platforms.
External evaluation and evaluation planning
HR&S offers external evaluation of on-going and concluded programmes, as well as coaching on outcome evaluation planning for on-going programmes. The assignments can contain the following steps, but the details are negotiated with the partner.