Step 5: Identify strategic priorities
We have identified the main domains of change, now we need to make a strategic analysis of where and how to intervene within those domains, with the best chances of success. The main issue is to define priority change areas where we, with partners and allies, can strategically influence and can realistically make a difference.
Here are some key questions:
- Mandate: What is your (organisations) legitimacy to act in this system? Why?
- Collaboration and influence: Who else is working on related agendas, similar/different to us?
- Your (organisations) unique contribution: What do you bring to the change process? What are we good at?
- Feasibility: What is our potential to influence the situation?
Now you have an idea of what you are doing and why you are doing it, think about your role in all of it: what is the added value of your organisation, what will be your capacity, what are your strengths and weaknesses, and where you might need capacity strengthening. If you are working with more than one organisation on a programme, it is important to think about the different roles of each organisation, where they complement each other and where they overlap. If you are working on your own, it might be good to think about where you need support from others.
Example: In the programme for reducing child marriage, you work with two other organisations. You are specialised in engaging young people and youth-led advocacy. Another organisation is specialised in empowerment for girls and girl education. The third organisation is specialised in organising community sessions on social norms. So, you all decide to work according to your strengths, because they fit the ToC in different ways. Note that you might have more than one strategy per pathway.
