"This guide can be used to prepare a process or a workshop aimed at formulating a Theory of Change (ToC) and also enables staff and partners to critically assess an existing ToC. This is not a traditional step-by-step guide: the document mainly aims to clarify the underlying ideas of the ToC." (Page
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"This document provides a synthesis of guidance specifically aimed at Theory of Change (ToC) processes in a Global Environment Facility (GEF) context, as part of a growing suite of Scientific and Technical Advisory Panel (STAP) documents that support the design of interventions in meeting the GEF’
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s goal to apply leading practices to deliver transformational change. ToC interacts with many other elements of project and program design. In this primer, these interactions are only discussed briefly in terms of their implications for ToC and cross-references to other STAP, GEF or external sources are often provided for more detail." (Foreword)
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"Producing a Theory of Change and Evaluation Plan are requirements for achieving the Financial Education Quality Mark. Although they are not assessed as part of the Quality Mark assessment process, they will help the assessors understand the financial education resources you are offering. But they a
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re much more than this. In practice, they are really useful tools for you to get the most out of your financial education resources and be able to recognise success when it happens." (Page 1)
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"This practical guide describes a number of workshops held across Europe to train fellow workers in design thinking techniques and processes. It covers how teams have organised their sessions encompassing the structure, tools chosen, length, workshop delivery and evaluation. Through reflection on th
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is process we have developed top tips and recommendations for designing, delivering and facilitating sessions. It is very much a practical guide, highlighting the elements that might be helpful for others delivering similar workshops or implementing the methods in everyday working." (Introduction, page 6)
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"Outcome Mapping was developed 20 years ago by the International Development Research Centre and for many in the development sector it has become a staple in planning, monitoring and evaluation toolkits. Countless organisations across the world have applied and adapted Outcome Mapping for their own
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projects and programmes, tailored to their needs and contexts. Every now and then we hear about these applications and, as a community of practitioners, we get to learn from them and improve our own understanding and practice. AGIAMONDO is one such organisation, and Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping. AGIAMONDO have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering a number of different tools to complement the original OM tools. While AGIAMONDO have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGIAMONDO has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since OM was first developed [...]" (Foreword, page iv)
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"Der Report „Wozu Non-Profit-Journalismus?“ macht sich für eine dritte Säule im Mediensystem stark: Der gemeinnützige Journalismus hält der Krise Antworten entgegen und leistet als Ergänzung zum öffentlich-rechtlichen und privaten Verlagsjournalismus einen Beitrag zur Medienvielfalt. Er is
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t frei von kommerziellen Interessen, sucht die Nähe zu seinen Nutzer*innen und agiert innovativ und lösungsorientiert. Der Report gibt erstmals einen Überblick über die Akteur*innen des gemeinnützigen Journalismus im deutschsprachigen Raum, er enthält Tipps für potenzielle Förderer*innen und nennt Empfehlungen für eine Reform des Gemeinnützigkeitsrechts." (https://rudolf-augstein-stiftung.de)
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"The relationships between water, sanitation, and hygiene (WASH) actors are critical for improving and sustaining WASH services. Social network analysis (SNA) is a powerful tool for studying social systems that focuses attention on the complex relationships among actors in a system. Specifically, it
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shows the relationships among actors, who can be individuals or organizations. It can increase the understanding of the structural characteristics of a network, such as who the central actors in a network are, how tightly interconnected or fragmented the network is, and what subgroups or clusters exist. This information can highlight strengths and weaknesses in communication, the flow of resources, power structures, and the overall functioning of the network. As part of an overall systems approach to WASH, the United States Agency for International Development’s Sustainable WASH Systems (SWS) Learning Partnership is applying SNA across a range of activities in Ethiopia, Kenya, Uganda, and Cambodia, with 12 of 19 planned applications completed to date. This learning brief summarizes SWS’s application and use of SNA." (Page 1)
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"A theory of change is a concise, explicit explanation of: "If we do X, and Y holds true, then we'll achieve Z because a, b, and c." With this structure, the TOC makes clear how (if-then) and why (because) the project team expects or assumes that certain actions will produce desired changes for indi
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viduals, groups, communities or institutions in the environment where the project will be implemented. TOCs can be developed for different levels of the objectives hierarchy. A "high level" TOC articulates how successful achievement of the project's end-of-project objectives or outcomes (SOs) will be contributing to longer-term, broader, lasting change (project's goal). However, often TOCs are developed to describe the whole causal chain - from activities to outputs, from outputs to IRs, from IRs to SOs, and SOs to goal. In this case, the TOC typically splits into complementary "if-then-because" statements that focus on the changes that the design team is least certain about - where assumptions are greater, or evidence is less strong. Presenting a more comprehensive, multi-level TOC enables the design team to investigate and explain the interaction between various activities or strategies; in other words, it helps describe pathways of change. Pathways of change identify the connections between different preconditions, and how they relate to or mutually reinforce each other, and describe the sequence in which they are to be achieved." (Page 3)
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"Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping (OM). AGEH have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering
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a number of different tools to complement the original OM tools. While AGEH have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGEH has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since Outcome Mapping was first developed." (Foreword, page iv)
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"This publication presents the basics of researching, planning, monitoring and evaluating Communication for Development (C4D) interventions, and offers guidance on how such interventions can be used to address violence against children (VAC). It covers the stages of the C4D programme cycle, emphasiz
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ing the role of research and strategic planning in achieving results." (Overview, page 6)
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"The main learning objective for the five-module course is to become familiar with a process that uses thorough causal analysis as the foundation for creating an evidence-based TOC for development programs. Each of the five modules can be completed in one 8-hour day, including two 15-minute breaks a
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nd an hour for lunch. The modules begin with an overview of the entire TOC process, progress through recommended steps necessary to develop a final product, and conclude with ideas about how to use a TOC throughout the program cycle. Every session has a suggested duration, which you may adapt to time available and participants’ level of understanding." (Using this guide, page 2)
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"Having a refreshed, up-to-date and accurate theory of change (ToC) for each LEAP service—and the LEAP programme overall—is a priority for the LEAP Evaluation and Research team. This is because an accurate ToC is the blueprint for evaluation at service- and programme-level. While some services a
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lready have a ToC in place, taking the time to revisit and refresh your ToC is important. A ToC should be a working document; it is not meant to be static. It should evolve and develop to reflect a service’s learning and development. Our expectation is that services will either develop or refresh their ToC with our support. This is because services and service leads have in-depth knowledge about the domain(s) of early childhood development (ECD) associated with their service. Evaluators can work with services to review or develop their monitoring and evaluation approach, but first, programmes and services need to be clear about what outcomes and impact they want to achieve and why." (Page 5)
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"Engagement of key stakeholder groups in operations financed by the Asian Development Bank (ADB) promotes good governance, transparency, innovation, responsiveness, and development effectiveness. Effective engagement of stakeholder groups, including civil society, project beneficiaries, and project-
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affected people, requires the understanding and effective use of participatory tools throughout the project cycle. However, while one participatory tool may work well in one context, it may not be appropriate in another. This series of explainers provides a range of tools from which practitioners can pick and choose, according to different phases of the ADB project cycle, context, and available time/resources. Some tools may be specific to particular phases in the ADB project cycle, such as monitoring and evaluation tools, while others may be used throughout the project cycle, such as participatory assessment tools." (Stakeholder analysis, page 16)
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"Design thinking is neither rocket science nor a panacea. But it can surely help us re-image an alternative world, and to tell a different story about life. We need to break out of our own work habits and project cycles and just start doing things differently." (Page 10)