Twaweza’s Varja Lipovsek, (Learning, Monitoring & Evaluation Manager) and Rakesh Rajani (Head), respond to this week’s
series of posts on their organization’s big rethink.
That Duncan Green dedicated three posts on Twaweza’s ‘strategic pivot’ may signal that our work and theory of change are in real trouble, but we prefer to take it as a sign that these issues are of interest to many people working on transparency, accountability and citizen-driven change. His posts follow a terrific two day evaluation meeting. Here are a few clarifications and takeaways.
Spiritual matters first. We very much believe that Twaweza’s soul remains intact: we want to contribute towards change in complex systems in East Africa, by promoting and enabling citizens to be active agents and shape their lives. Our experience over the past four years has made us question much of how we ‘do’ citizen agency, but we are not quite throwing out the baby with the bathwater.
For example, in our original approach we didn’t want to be prescriptive about citizen action; we wanted to expand choices and leave it up to people to decide, what we called an ‘open architecture’ approach to social change. Sounds good; problem is that it doesn’t work so well in practice and the evidence of successful change suggests a need for less openness and more focus. New evidence about the bandwidth that poor people have to make good decisions provides useful insights on what one can realistically expect people to do.