Communication, or ‘spreading the gospel’ as it sometimes was called in the early days, was an important element of Katalyst’s mandate. Initially, a communication team was set up, which was later formalised as separate Unit in Phase 2. In Phase 3, Capitalisation was made an overarching topic and a communication manual was developed in order to increase outreach. As part of its influencing agenda and its commitments to knowledge capitalisation, Katalyst elaborated a range of case studies and presented its MRM system in numerous international and national seminars and workshops. Main communication tools were case studies, storybooks, experiences and sector briefs. In Phase 3 Katalyst produced a number of audio-visual materials which are available on its website as well as on YouTube. Katalyst has actively managed its Facebook page and its website as communication tools for larger audiences. For the post-project period, finally, it has set up an online archive as knowledge bank, to be managed by Swisscontact headquarters.
After eight years of implementation of communications activities producing a series of rich resources regarding the projects’ experiences and activities, the inclusive business model is gradually being more understood and the awareness about the project has significantly increased at both the national and international level.
Monitoring and Results Measurement:
Katalyst did always strive to be a learning organisation by changing its structures and processes as new needs arose; however, care was taken to change slowly in order not to destabilise the organisation’s functioning. Since Phase 1, Katalyst was faced with the challenge to credibly measure its claimed achievements in order to proof that M4P was indeed more effective than other approaches.
Consequently, Katalyst was at the forefront in developing a system for monitoring and capturing results. It became one of the core contributors to what is today the globally accepted MRM Standard of DCED.Given the focus on systemic and inclusive change as well as sustainability of phase 3, the core dimensions of Katalyst’s interventions captured by the current MRM system are: (1) scale or breadth of impact; (2) sustainability or depths of impact; and (3) pro-poorness or relevance of impact.
In order to capture these dimensions Katalyst and the Springfield Centre developed a simple conceptual framework, known as the Adopt, Adapt, Expand, Respond (AAER) or Systemic Change Framework. It allowed monitoring whether systemic change had happened, was happening, or required further programme action in order to take hold.
In Phase 3, the MRM Unit was directly positioned under the General Manager; it consisted of around 15% of total programme staff with a budget of around 4% of administered project funds. The Unit continuously standardised internal processes and documentation as well as the roles of business consultant in operating the system. Periodic sector meetings were introduced to promote synergy and to ensure cross learning.Katalyst’s MRM system became the core mechanism to define strategies at sector and intervention level, and allowed the project to influence partners and market actors.
As mentioned, Katalyst collaborated closely with the DCED Results Measurement Working Group that set out to develop the global Standard for measuring results. The project was the first project to undergo an external mock audit and the first full audit by certified DCED auditors took place in 2011; the last audit was conducted in early 2016. Audit scores have been consistently high.