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Citizen voice and state accountability: Towards ... - Capacity4Dev

Citizen voice and state accountability: Towards ... - Capacity4Dev

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long term impacts such as inclusive growth <strong>and</strong> development, reduction in corruption <strong>and</strong> improvedquality of leaders within government <strong>and</strong> society.It is envisaged that, in working with this analytical framework, programme teams will be able to enterinto an ongoing learning cycle based on an ongoing process of analysis, intervening <strong>and</strong> learning on apathof learning will produce betterresults than the preceding one, as positive experiences are replicated <strong>and</strong> retested. In terms of policymakersor organisations whose primary focus is on influencing policy change, this approach can helpthem to generate better evidence for influencing policies. For donors, the analytical approach mightlead to identifying effective mechanisms of supporting social <strong>accountability</strong> initiatives in differentcontexts.In developing this analytical framework, we draw on the principles of the well-known approaches ofoutcome mapping (OM) <strong>and</strong> political economy analysis (PEA). In their current forms, these approachesare used independently <strong>and</strong> for different purposes. However, through the action research process ofthe Mwananchi programme, we found a particular way of fusing relevant elements of PEA <strong>and</strong> OM inorder to inform the evolution of ToCs for CV&A programmes. The central idea of the paper is to explainthis fusion of PEA <strong>and</strong> OM in deepening analysis <strong>and</strong> hence underst<strong>and</strong>ing of the ongoing dynamicswithin citizen <strong>state</strong> interactions; <strong>and</strong> of the influences of the wider context on these interactions. It isalso about explaining how we can systematically identify <strong>and</strong> underst<strong>and</strong> the game-changers in thesedynamics <strong>and</strong> how their context-dependent behaviour could be influenced in order to make the desiredCV&A change happen. The paper seeks to achieve these aims with real CV&A programme teams <strong>and</strong>projects in mind.vi

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