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Advocacy for public accountability aims to produce certain reactions from government officials or service providers. However, the reactions can be many and diverse, and it is not always clear to advocates how to interpret them and decide on next steps—whether to intensify efforts or back off; continue the same strategy or make adjustments. This paper presents a framework to help accountability advocates and practitioners interpret government reactions to their efforts and move forward...
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In the past three decades nonviolent social protest has become the most reliable path to democracy. However, not all nonviolent mobilization campaigns succeed. To examine why some nonviolent campaigns are more successful than others, we analyze the use of a particular type of activist campaign tactic, the "dilemma action." The dilemma action is a nonviolent civil-disobedience tactic that provokes a "response dilemma" for the target. Collecting original data on dilemma actions during...
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This study mainly aimed to look at adaptive management in the program cycle (throughout Program Cycle processes, including strategy, project, and activity design and implementation) and to look at the Enabling Conditions: how an organization’s culture, business processes, and resource allocation support adaptive management. It explores elements of adaptive management that correspond to the objectives of the study as follows: 1) Assess grantees’ level of understanding of adaptive management...
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Evaluation processes that facilitate learning among advocates must be nimble, creative, and meaningful while transcending putative performance and accountability management. This article describes the experience, lessons, and trajectory of one such approach, Simple, Participatory Assessment of Real Change (SPARC), that a transnational HIV prevention research advocacy coalition pilot-tested in sub-Saharan Africa. Inspired by the pioneering work of the outcome harvesting (OH) and participatory...
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