The "theory of change" workshop, was held from 2 to 5 April 2018 at Hotel Asmara Palace to all 23 WHO staff in Eritrea, facilitated by Mr Semere Gebregiorgis (HSS focal point). The workshop aimed to strengthen knowledge and capacities for the application of results-based management (RBM) in general and theory of change (ToC) in particular. WHO is shifting towards Theory of change, as it aligns well with the ongoing transformation agenda, that aims to attain goals for improved productivity, as well as recent WHO guiding publications (PB 18-19, GPW13). The workshop was composed of presentations, discussions, plenary sessions and group work, making it very participatory.

On the first day, RBM was explained as a management strategy that places essence and emphasis on results, in contrast to ‘resource-based’, which was commonly utilized by WHO in the past. Additionally, it was explained how ToC needs to be the fundamental ground for design, implementation, monitoring, evaluation of programmes and reporting of results. As such, the concept of ‘causality analysis’ was introduced, which underlines that there is a cause for every effect.

On the second day, the participants chose real life problems to practice and apply the core principles of RBM and ToC . In groups, the participants identified the main issues of the topic selected and brainstormed further to identify the root causes for each, such that the issues are categorized under ‘immediate’, ‘underlying’ and ‘root’ causes. This was later described by the participants as one of the most useful skills thought in the workshop. Once a ‘problem tree’ was constructed, the group worked out the links within the causes. Furthermore, they ensured that every effect was addressed by a cause.

On the third day, the concept of ‘flip tree’ was introduced, as a means of providing solution to the problems identified. As such, the groups worked on flipping the problems to solutions, whilst ensuring that there is a logical flow of the ‘solution tree’. The groups also attempted to identify risks and assumption for each path, and consequently developed mitigation plan. It was evident that all solutions identified could not be addressed by WHO alone. Thus, based on comparative advantage and mandate of WHO, the groups prioritized certain solutions. This allowed the participants to practice the key skill of prioritization, which was another target of the workshop. All relevant sessions were adequately discussed including on how to translate into results based framework. In the last day of the workshop, the participant were taken through the overview of the process of developing the strategic results note.

At close, Dr Josephine Namboze, the WHO Representative in Eritrea, emphasized that the staff members need to translate the concepts and principles theory of change and RBM in to their routine practice. She appreciated the active and full attendance by the staff members, and concluded by expressing her gratitude to Mr. Semere for the excellent training.