• Collaborative Practice Tool

    A practitioner-led exercise to reflect on what is working and how
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  • Glossary

  • STEP 1 | LIST & SHORTLIST

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q1. What is the:

    (a) policy gap and/or
    (b) community need and/or
    (c) opportunity for innovation that your program is addressing?

    FOR EXAMPLE

    ABC is an Adolescent Empowerment Program that addresses (a) the exclusion of young people from the decision-making process for policy issues surrounding adolescents, (b) the need for greater awareness and understanding of adolescent issues regarding education, sexual and reproductive health, and early marriage at the ground/community level, and (c) the opportunity to bring together critical stakeholders such as civil society organizations, the government, community members, and young people on a single platform to collaborate for change

  • Exploring further: Questions to Dive Deeper - Facilated by the enquiry specialist

    1. In addition to the above gaps, needs and/or opportunities, are there any other aspects that your program is focusing on? List down such thrusts.

    FOR EXAMPLE

    Program ABC also focuses on the need to increase the efficacy and agency of adolescents

    2. Could there be other programs in the sector working towards similar thrusts? What factors differentiate your program from others?

    FOR EXAMPLE

    There are other existing initiatives in the sector, such as Bal Panchayat and Nehru Yuva Volunteers, that are working towards similar thrusts of promoting youth inclusion in decision-making processes like Program ABC. However, in comparison, ABC is able to (a) bring together critical stakeholders to the same table to work with the members/gatekeepers of the community (b) utilize a youth-participatory approach to center the role of young people within the program

    SUMMARIZE

    The enquiry specialist to discuss with the team and summarize and reiterate from the response what gaps/needs/opportunities the program is addressing

  • The documentation specialist should now be able to reclassify the program aspects under the following categories

    Instructions

    Summarize and note down all inputs in bullet points below, avoid using long descriptions 

  • IDENTIFYING THE PROGRAM’S GAPS/NEEDS/OPPORTUNITIES

    TABLE 1 - To be completed by documentation specialist

  • Glossary

  • STEP 1 | LIST & SHORTLIST

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q2. Looking at the program’s overall lifecycle, can you

    (a) list down chronologically the stages of the program from inception to implementation to measurement, as applicable and
    (b) define the steps you followed to execute every stage.

    FOR EXAMPLE

    Within Program ABC:
    (a) The main program stages briefly include 1. Program Formulation and Preparation, 2. Conceptualization, and 3. Setup.
    (b) Within these stages, the steps followed were: 1.1 Securing funding for the program, 2.1 Adopting a human-centered design methodology to design the program, 3.1 Creating long-term and short-term targets for the program with the project teams, 3.2 Hiring field staff, 3.3 Training the field staff, and so on.

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q3. Now that we have the entire program lifecycle documented, how can your listed program practices be reclassified into the below three categories:

    (a) Day-to-day
    (b) Periodical
    (c) One-off

    FOR EXAMPLE

    Within Program ABC, (a) day-to-day activities include stakeholder/vendor management, youth engagement etc., (b) periodical activities include monitoring, reporting, conducting trainings for young people etc., and (c) one-off activities include government advocacy, designing campaigns etc.

  • SUMMARIZE

    The enquiry specialist to discuss with the team and summarize and reiterate the day-to-day activities, periodical activities, one-off activities, and finally any tools/ methodologies/ frameworks/ systems & processes/ways of working from the program

  • The documentation specialist should now be able to reclassify the program aspects under the following categories  

    Instructions

    Summarize and note down all inputs in bullet points below, avoid using long descriptions 

  • IDENTIFYING THE PROGRAM ACTIVITIES AND OTHER PROGRAM PRACTICES

    TABLE 2 - To be completed by documentation specialist

  • Glossary

  • STEP 1 | LIST & SHORTLIST

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q4. Now, taking a step back, are there any tools/ methodologies/ frameworks/ systems and processes/ ways of working that have been utilized for this program?

    FOR EXAMPLE

    Program ABC takes on a Systems Change Framework approach to bring together different actors in the system who would positively influence adolescent empowerment.

  • SUMMARIZE

    The enquiry specialist to discuss with the team and summarize and reiterate any tools/methodologies/frameworks/systems & processes/ways of working from the program

  • Instructions

    Summarize and note down all inputs in bullet points below, avoid using long descriptions

  • IDENTIFYING THE PROGRAM ACTIVITIES AND OTHER PROGRAM PRACTICES

    TABLE 2 - To be completed by documentation specialist

  • Glossary

  • STEP 1 | LIST & SHORTLIST

  • Take a moment to review 'Program Activities & Other Program Aspects' (Table 2)

    Before proceeding to the next step

  • Glossary

  • STEP 1 | LIST & SHORTLIST

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q5. Based on your categorisation of practices in Table 2,

    (a) What are the top 2-3 program practices that innately seems to be promising? and
    (b) How are they adhering to the 4 guiding factors i.e., being impactful, sustainable, scalable, innovative and/or unique?

  • NOTE

    Every practice does not require all 4 factors to be shortlisted as promising. Narrowing down the top Promising Practices should be done through reflection and discussion within the team, and is left to the discretion of the team’s expertise and intuition.

  • FOR EXAMPLE

    For Program ABC, enabling young people to lead social audits and present their priorities directly to decision makers is an effective and promising approach with the potential to be: (i) impactful, as it allows for direct engagement between young people and decision makers; (ii) sustainable, as it equips young people with skills to lead and build narrative change, and it is also cost-effective as it may require initial investment but can offer long-term gains; (iii) scalable, as such training modules can be replicated across multiple initiatives by other practitioners and organizations, and trained young people can also train others; (iv) innovative, as the approach centres design and delivery around young people in an end-to-end manner

  • SUMMARIZE

    The enquiry specialist to run through and discuss with the team the top 2-3 practices identified as promising

  • STEP 1 | LIST & SHORTLIST

  • The documentation specialist should now be able to narrow down the practices from the categories listed above

    Instructions

    List down all the shortlisted practices in bullet points below, avoid using descriptions. 

  • IDENTIFYING POTENTIAL PROMISING PRACTICES ACCORDING TO THE GUIDING FACTORS

    TABLE 3 - To be completed by documentation specialist
    • Promising Practices 2 
    • Promising Practice 3 
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  • Glossary

  • STEP 2 | CALIBRATE & SUBSTANTIATE

  • PROBING QUESTION-FACILITATED BY THE IMPACT SPECIALIST

    Q6. What is the information and/or data available to support the fact that the shortlisted program practices are impactful, sustainable, scalable, innovative, and/or unique? This could include :

    (a) Feedback from the community members where the program has been implemented and
    (b) Verbal accounts from the on-ground team
    (c) Weekly or monthly documentation reports,
    (d) or any other valuable data

    FOR EXAMPLE

    For Program ABC, (a) the feedback from the community members where the program has been implemented indicates that adolescents feel good about their inputs being incorporated and showcased through content. They are able to freely express their needs and expectations from their stakeholders like the government and community. (b) Verbal accounts from the on-ground team indicate that government officials who have been associated with the project from the beginning have become champions of the cause for adolescents. (c) On-ground report findings and surveys from training sessions confirm greater youth involvement and efficacy in engaging directly with decision-makers.

  • The documentation specialist should have by now noted down the quantitative and/or qualitative evidence available to substantiate the promise of the shortlisted program practices.

    This is the point at which the team would have arrived at the Promising Practices calibrated and substantiated by documented evidence.

  • IDENTIFYING THE EVIDENCE TO SUPPORT THE SHORTLISTED PRACTICES

    TABLE 4 - To be completed by documentation specialist
    • Program Practice 2 
    • Program Practice 3 
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  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION - FACILITATED BY THE IMPACT SPECIALIST

    Q.7 What could be the demographic that your promising practice targets? 

    FOR EXAMPLE

    The targeted demographic for Project ABC is adolescents in the age group ranging from 10 to 19 years

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST

    Q8. What is the gap/need/opportunity that your practice addresses? How would this be different from the sector’s current solutioning on the issue? (Consider the USP of your program here)

    FOR EXAMPLE

    According to Program Team ABC, policies for adolescents and young people are currently made without taking into consideration their opinions. As a result, Program Team ABC bridges the gap by providing a platform for young people to be included in the decision-making process that addresses their needs.

  • Exploring further: Questions to Dive Deeper – Facilitated by Enquiry Specialist

    1. What change could your practice bring to assist other initiatives in approaching and addressing similar policy gaps, community needs, and/or opportunities for innovation?

    FOR EXAMPLE

    Program ABC's practice of allowing young people to directly engage with decision-makers can change how we design campaigns with beneficiaries and provide them with resources and training to become active participants. Other initiatives can also learn to work directly with program beneficiaries, including them in decision-making on issues related to their welfare and equipping them with the right tools to build leadership skills.

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST
    Government stakeholders

    Q.9 How can your Promising Practice be utilized by Government systems for their programs, policies and schemes? 

    FOR EXAMPLE

    The promising practice of Program ABC, which involves including young people in decision-making processes, can be adopted by including young people’s opinion and voices and bringing them to the same table for programs, policies, and schemes designed for them.

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST
    Funders

    Q.10 How can funders introduce your Promising Practice to other organizations that they work within the sector?

    FOR EXAMPLE

    Funder ‘N’ can learn from ABC’s promising practice of enabling youth to engage directly with stakeholders and incorporate these learnings into their work by holding consultations and taking inputs from all stakeholders and beneficiaries before initiating a new project to ensure a deeper visibility and understanding of the targeted demographic and its needs

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST
    Other Practitioners

    Q.11 How can your Promising Practice help other organizations or practitioners in the sector to   improve their programs? 

    FOR EXAMPLE

    ABC’s promising practice of engaging young people in decision-making processes can help other organizations or practitioners in the sector adopt a more collaborative approach between stakeholders and young people to achieve the common objective of adolescent wellbeing and welfare

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • STEP 3 | DEVELOP INTO A RECOMMENDATION

  • PROBING QUESTION-FACILITATED BY THE ENQUIRY SPECIALIST
    Community stakeholders

    Q12. How can community stakeholders be encouraged to use your Promising Practice to bring about positive changes in their communities?

    FOR EXAMPLE

    ABC’s promising practice of youth-led social audits and engagement with decision makers can be a helpful tool for community stakeholders to engage directly with young people, understand their needs & concerns and influence change at the community level

  • IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    TABLE 5 - To be completed by the documentation specialist
    • Promising Practice 1 
    • Promising Practice 2 
    • Promising Practice 3 

  • Glossary

  • REVIEW

    Just one more step in documenting your Promising Practices! Take a moment to review the information captured before proceeding to the next step.

    • Table 1 

    • TABLE 1 - IDENTIFYING THE PROGRAM’S GAPS/NEEDS/OPPORTUNITIES

    • Table 2 

    • TABLE 2 - IDENTIFYING THE PROGRAM ACTIVITIES AND OTHER PROGRAM PRACTICES

    • Table 3 

    • TABLE 3 - IDENTIFYING POTENTIAL PROMISING PRACTICES ACCORDING TO THE GUIDING FACTORS

    • Table 4 

    • TABLE 4 - IDENTIFYING THE EVIDENCE TO SUPPORT THE SHORTLISTED PRACTICES

    • Table 5 

    • TABLE 5 - IDENTIFYING POTENTIAL BENEFICIARIES AND STAKEHOLDERS

    • Recommended approach for :

    • Recommended approach for :

    • Recommended approach for :

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  • Glossary

  • Promising Practice 1

  • Promising Practice (in detail)

  • Recommended approach for:

  • Glossary

  • Promising Practice 2

  • Promising Practice (in detail)

  • Recommended approach for:

  • Glossary

  • Promising Practices 3

  • Promising Practice (in detail)

  • Recommended approach for:

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  • Glossary

  • Share the email ID of your internal team members and we will send a copy of your Promising Practices. This can be shared with your reviewer for quick and easy verification!

    Share the email ID of your internal team members and we will send a copy of your Promising Practices. This can be shared with your reviewer for quick and easy verification!

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