[Background] [Outcomes] [Backwards Mapping]
[Completing Framework] [Indicators] [Interventions] [Narrative]

Stage 4: Identifying interventions

After laying out the near complete change framework, we now focus on the role of interventions (those things that the program (or initiative) must do to bring about outcomes).

Interventions

At this stage, note that some arrows have solid lines while others are dashed. The solid lines represent connections that will occur without the need for intervention. As long as the prior preconditions are met, these outcomes will be met. We represent interventions, an initiative’s program activities, as arrows with dashed lines for three reasons:

1. We believe the outcomes those arrows lead to will not occur at a sufficient level without an intervention.
2. They represent actions by the initiative and thus something that the initiative is responsible for
3. Because these outcomes are control variables, they need to be measured to evaluate the interventions’ effectiveness.
   

By identifying interventions, the stakeholders explain how their work is going to change the community. Until this point, the change framework has been like a gumbo recipe without directions, a literal listing of intermediate ingredients—roux, shrimp, onions, okra, etc. But until this point our “recipe” hasn’t explained explain how these components are used and put together, i.e., how to make roux by browning flour in hot oil; when to add the shrimp (previously peeled and cleaned), etc. The interventions explain what the stakeholders are going to do to achieve their desired outcomes. Hence the first intervention (1), an outreach campaign, is of course necessary to publicize the program. While this example seems obvious, the point is again to be clear about what the stakeholders expect the initiative to do—something that is often taken for granted, but never clearly or consistently expressed.

We also identify each intervention with boxed numbers. Often a dashed interventions arrow will have multiple boxes because the outcome requires multiple activities for it to happen.

Spot Checking

At every stage of the TOC process, there is a need for stakeholders to question whether new revelations reveal an inconsistency in their logic: Does specifying interventions highlight an important gap in the outcomes framework? Do any of the assumptions suggest an additional change pathway (with additional early and intermediate outcomes)? Stakeholders should ask themselves if what they are creating “makes sense” by thinking about whether their map reflects a plausible theory, and whether the set of interventions are actually feasible for them to implement, given the resources they have at their disposal.

Stage 4: Interventions

Commentary

Boxed numbers represents the interventions 1-14. Clearly, this initiative plans many interventions to serve its potential clients and popularize the program.

Interventions

1. Outreach campaign
2. Screening
3. Set up counseling sessions
4. Lead group sessions
5. Help provide for short-term crises, such as housing evictions or court appearances
6. Provide one-on-one counseling
7. Develop curricular in electrical, plumbing, carpentry and building maintenance
8. Conduct classes
9. Curricula and experiential learning situations developed
10. Identify potential employers
11. Create employer database
12. Match women to internships
13. Help women secure permanent jobs

Referring to the criteria we established earlier, we can see how they apply to Project Superwomenâs interventions:

Intervention 1: Outreach Campaign

1. We believe the outcomes those arrows lead to will not occur at a sufficient level without an intervention.
   
   Clearly, without an outreach campaign, Project Superwomen would have little chance of achieving the next outcome “Women hear about the program”. No matter how great the program might be, if there were no outreach, utilization would probably be low.
   
2. They represent actions by the initiative and thus something that the initiative is responsible for.
   
   The outreach campaign is to be performed/led by the Project Superwomen staff so they are definitely responsible for how well it is designed and implemented.
   
3. Since these outcomes are control variables, they need to be measured to evaluate the interventions’ effectiveness.
   
   To achieve its long-term goal for its clients, employment at a livable wage, the staff of the collaborating organizations will want to ensure that they are doing the job right. What clients, funders, and program staff want and need are results. If Project Superwomen is to work then information about the program has to reach these women in need.

Stage 5: Writing the Narrative