"Part A introduces theory of change (ToC) and Hivos’ perspective on ToC thinking: what it is, what you should know before you start, and key features of ToC thinking that you need to understand in order to be able to use the approach effectively and reap the benefits of the process. ‘Theory of C
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hange’ as a term is used by an increasing number of organisations and demanded by donors, but is not always understood in the same way. Hivos has developed its own understanding of the process and what good quality ToC work is all about. All users who are not fully acquainted with a ToC approach and/or are new to Hivos will benefit from reading this part. Part B is a stepwise approach to guide you through the process of developing a ToC for different purposes. Here you will find also information on how to use specific tools recommended for each step. This is the most practical part of the document. Part B also includes ideas for a ToC Quality Audit that can be used to check whether all the necessary components are elaborated with sufficient quality. Such an audit is useful in two situations. First, for staff responsible for assessing proposals, either from partner organisations to Hivos, or from Hivos to other donors. It can also be used as an extra check at the end of a table of contents; design process by the team involved in the process. Second, for those involved in the review of the ToC of an ongoing intervention. Part C contains references to tools suggested in Part B, as well as resources and sites where you can find more information about ToC use." (Page 8)
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"This brief offers a simple one-page tool for thinking about the theories of change that underlie public policy advocacy strategies. It first presents the tool and then offers six questions that advocates, and funders working with advocates, can work through to better articulate their theories of ch
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ange. The tool—labeled the advocacy strategy framework—has several advantages over more familiar linear box-and-arrow theory-of-change tools: As advocacy is not predictable or linear, the tool does not force linear thinking; it offers a place to start, rather than a blank page; it helps advocates to think more specifically about audiences—who is expected to change and how, and what it will take to get them there; while theories of change often consider advocacy strategies in isolation of other efforts, this tool helps to think about how other advocates (like-minded or in opposition) are positioned; it prompts thinking about useful tactics and meaningful interim outcomes." (Introduction, page 1)
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"The purpose of this guide is to help managers and development practitioners to really understand what a Theory of Change approach involves and includes, how it can complement and strengthen already existing methods for planning and evaluation, and how to get started on this journey. It introduces t
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he basic principles of applying a Theory of Change approach to planning, monitoring and evaluation, and explains how these principles can be applied for organizational planning and strategizing, for programme planning, monitoring and evaluation or for individual projects. It is important to note from the start that there is no such thing as ‘one theory of change’. There are as many theories of change as there are planners and development practitioners practicing the approach. In fact, applying a theory of change approach is a bit like applying principles of the French cuisine: There are a few basic principles to stick to, for it to be French cooking. The ways these principles are applied are as diverse as the number of cooks. Therefore, we have decided that this should be an inspirational guide rather than a set of recipes." (Purpose of this guide, page 5)
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"Why Create a Theory of Change? It is no longer enough for nonprofits to do “good work.” With growing competition for social change dollars it is absolutely crucial that nonprofits develop their own Theory of Change. Funders, policy makers and board members are increasingly demanding that nonpro
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fits explain what social change they are trying to achieve. It used to be enough for a nonprofit to talk about what it produced (or “outputs”), such as meals served in a soup kitchen, hours spent reading to a child, beds provided in a homeless shelter, but that just doesn’t cut it anymore. In a world where there are fewer and fewer dollars and more and more nonprofits fighting for those dollars, people are increasingly asking what a nonprofit organization ultimately exists to do. It is not enough to create outputs. The question must increasingly become, “Did anything really change because of our work? Did the lives of those in our program change, and did the community change?” If you want to raise more money, chart a strategic direction, make your nonprofit more effective, get your board engaged, and achieve your mission, you need a Theory of Change." (Page 1)
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"This article highlights the key areas in which Communication for Development (C4D) can play a role in the aftermath of conflict, with a focus both at the community and at the national level. It provides an overview of the literature that has begun to discuss C4D in the light of peace creation. It i
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dentifies research directions that aid to shed light on the effectiveness of C4D interventions targeting issues that are specific to post-conflict environments. It recognises its strengths when working in conjunction with broader peacebuilding programmes. Finally, it introduces a new Theory of Change (ToC) framework that is helpful in assessing the role of C4D in the achievement of sustainable peace after violence." (Abstract)
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"In its political support the Commission will encourage enlargement countries to make legislation more supportive of the media. It will also promote the involvement of media and civil society in the pre-accession process, including in the formulation, implementation and monitoring of sector strategi
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es for EU financial assistance which will be strengthened under IPA II. The Commission's financial assistance will use an appropriate mix of funding instruments to respond to different types of needs and country contexts in a flexible, transparent, cost-effective and results focused manner which also considers the administration burden for the Commission. This will include: aiming for longer term contracts, recognising that capacity building and advocacy work requires time and resources; moving away from project based support to a more flexible approach that fosters partnership and coalition building. It must also be understood that accession-related EU funding is limited in volume and time. Although having been a major donor to Media and Civil Society, the EU cannot and should not aim to fill the funding gap left as other donors exit from the region. As the enlargement countries move towards accession, the Commission will support media organisations become less dependent on international donor funding, including funding from the EU [...] "These guidelines are formulated in the form of a draft results framework. The framework contains goals and results to be achieved by developing and deploying multi-beneficiary and bilateral assistance programmes. Special attention is paid to the aspect of verification: measurable indicators (and benchmarks) are grouped according to particular results to be achieved and possible means of verification (MoV) are identified for each group of indicators. The selection of indicators and MoVs also take into consideration the cost-effectiveness and actual availability of data. Monitoring the guidelines will be supervised by DG ELARG in collaboration with the EU Delegations in the region, international organisations and networks of CSOs already active in media freedom and integrity. The collection of data will include both qualitative and quantitative assessments and will be conducted by means of surveys, peer reviews, independent assessment, etc." (Pages 4-5)
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"This brief discusses the concept of theory of change in the broader sense of the term, while recognizing that it is sometimes defined more narrowly. A theory of change can be used for strategic planning or programme/policy planning to identify the current situation (in terms of needs and opportunit
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ies), the intended situation and what needs to be done to move from one to the other. This can help to design more realistic goals, clarify accountabilities and establish a common understanding of the strategies to be used to achieve the goals. For example, the UNICEF Strategic Plan 2014–2017 is based on a theory of change that builds on UNICEF’s comparative advantages, and encompasses identifying and scaling up effective technological, scientific and programmatic innovations; improving organizational capacity for the implementation of policies and national laws; developing the capacities of children, families and communities to act as agents of change; and working in national and global partnerships. A theory of change can also be used during implementation to identify which indicators must be monitored, and to explain to staff, funders and partners how the programme or policy works." (Page 2)
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"Theory of change is actually a very simple concept. Throughout our work and personal lives we have aims, objectives and ideas about how to achieve our goals, but we rarely take the time to think these through, articulate and scrutinise them. All a theory of change process does is to make these assu
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mptions explicit and therefore more testable. While the idea itself is simple, the terminology around theory of change can be confusing because there are variations in the approach. In this document we use the term to refer to the broad family of approaches that all help to articulate the reasoning behind a project. This includes the CES Planning Triangle©, logic models, outcomes chains, and narratives. However, others in the field use theory of change to refer only to the outcomes chain approach. As an organisation thinking about using theory of change, the most important thing is not to get bogged down in terminology, but to use the method that suits your needs best. This guide aims to help you through your theory of change process and support you to produce something that strengthens the design and delivery of your projects, and gives you confidence in your approach to evaluation and learning." (Introduction)
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"This brief lays out 10 theories grounded in diverse disciplines and worldviews that have relevance to the world of advocacy and policy change. These theories can help to untangle beliefs and assumptions about the inner workings of the policy making process and identify causal connections supported
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by research to explain how and why a change may or may not occur. This piece is not meant to be comprehensive of all possible relevant theories and approaches; rather, it introduces and illustrates a handful of theories that may be useful to advocates, funders, and evaluators. While the theories included may have broad applicability, the brief is grounded in the context of US domestic policy. Knowing about existing theories may sharpen your own thinking, provide new ways of looking at the policy world, and give you a leg up on developing your own theory of change. The final section gives concrete examples of the way in which advocates, funders, and evaluators can use this brief in their work." (Introduction, page 1-2)
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"This is a hands-on reference guide for media development practitioners. It is based on principles and practices of design research that have been long used by the private sector, and grounded in the experience Reboot has gathered in designing and implementing international development projects arou
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nd the world. This guide was born out of a collaboration between Reboot and Internews, through its Center for Innovation and Learning, and its Pakistan Country Office. Together, we sought to understand the complexity of the information ecosystem in the Federally Administered Tribal Areas (FATA) region of Pakistan. Our ultimate goal was to design contextually appropriate programs that improved access to information by communities in this region." (Page 4)
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"The goal of this document is to improve the effectiveness of DFID programmes and the measurement of their impacts by providing DFID Advisers with the practical skills to develop high quality theories of change, to understand the role they play in programme design and assessment. It is intended for
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DFID advisors to more clearly and explicitly articulate their theories of change as a means of improving the effectiveness of interventions. Part I first explores the fundamentals of theories of change: what they are, why they are important, and how to create a theory of change. It explores theories of change at different levels, and concludes with advice on how theories of change can enhance the effectiveness and relevance of programming. Part II continues to build upon Part I by focusing on how theories of change can be used in the monitoring and evaluation stages of the project cycle. It provides practical guidance on how and why to use theories of change-focused monitoring and evaluation strategies, particularly exploring the ways in which theories of change can be included in any evaluation approach." (Document summary, page 3)
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"The goal of this document is to improve the effectiveness of DFID programmes and the measurement of their impacts by providing DFID Advisers with the practical skills to develop high quality theories of change, to understand the role they play in programme design and assessment. It is intended for
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DFID advisors to more clearly and explicitly articulate their theories of change as a means of improving the effectiveness of interventions. Part I first explores the fundamentals of theories of change: what they are, why they are important, and how to create a theory of change. It explores theories of change at different levels, and concludes with advice on how theories of change can enhance the effectiveness and relevance of programming." (Document summary, page 3)
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"The message matrix facilitates local stakeholder groups and community members to take an active, empowered role in content development for an educational communication programme. The method enables active participation of target audiences and stakeholder groups in the identification, analysis and r
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esolution of problems affecting the community. Use of the matrix underscores the significance of proactively and vigorously involving all stakeholders and leveraging their wealth of knowledge and experience. The message matrix helps to ensure that key messages of the programme — its core learning objectives — originate from people themselves rather than from outside experts or policy makers. Likewise, it helps to ensure that communication programmes are developed within proper cultural frameworks and in ways that engage stakeholders throughout and across the process of programme design, from setting overall objectives to framing key messages. The use of the matrix — for example, in a programme design workshop — anchors a participatory and consultative process that addresses existing and desired knowledge, attitudes and practices. The matrix helps to identify, analyse and classify audience behaviour, making it easier to provide relevant, well-defined and practicable solutions in the form of positive behaviours and demonstrable benefits that will motivate listeners to take action." (Pages 99-100)
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"A Guide to Assessing Needs offers a much broader perspective than many texts on project management or evaluation. It presents needs assessment within a results framework that applies to international development projects equally as well as to a variety of other contexts. An exceptionally wide range
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of data collection and decision-making tools are presented, along with descriptions of the purpose and rationale for each tool, its strengths and weaknesses, the process through which it is implemented, and tips for success. The book is a user-friendly reference manual, offering information for selecting among the diverse approaches to achieve results. The authors bring together tools and techniques from diverse disciplines so that even experienced professionals are likely to find many new approaches for collecting information and guiding decisions." (Back cover)
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"The European Commission has begun to integrate a political economy approach throughout the project cycle. This guide tailors the political economy approach to the media development sector specifically. Using a political economy media matrix (PEMM) as its basis, it explains how to integrate the PE a
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pproach throughout the programme cycle." (Background, page 4)
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"Governments and donor agencies are under increasing pressure to show hard evidence that their interventions are effective and good value for money. Anti-corruption is a challenging field in this regard, with few evidence-based models to draw upon, so both the design and the evaluation of programmes
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need to be supported by good analytical frameworks. The theory of change (ToC) approach focuses on how and why an initiative works. Constructing a ToC enables government and donor staff to identify the logic underpinning their programmes and clarify how interventions are expected to lead to the intended results. The paper presents a user-friendly five-step methodology for building a theory of change for a programme or project. It highlights the importance of preconditions, factors that must be in place for the intervention to work as intended, distinguishing between those preconditions that can be addressed by the programme design and those that cannot. Finally, the paper provides general and sector-specific guidance based on case studies of programms in three areas: anti-corruption authorities, civil society work, and public sector reforms." (Abstract)
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"Aid work in relation to conflict and peace is often based on approaches, strategies and tactics that are rooted in theories of change (understandings about why particular inputs or activities are expected to achieve intended results [outputs, outcomes and impacts]) that are unstated or ill-defined.
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They are embedded in the skills and approaches of individual practitioners and peacebuilding organisations, their capacities and technologies, attachments to favourite methodologies, and the perspectives of different stakeholders about conflict and peace. In the imaginary example of an anti-bias peace programme for journalists in Annex C, one question would be how the planned workshops, consciousness raising, and skills development might actually change conflict reporting. The programme could track the language used in reporting before and after the effort and also survey public attitudes. At the same time, it could see whether the activities were achieving the expected results – or if unexpected obstacles appeared. For instance, it might turn out that individual journalists have very little influence over the use of inflammatory language and that editors determine the use of such language to boost sales. That outcome would suggest that the “theory”, about inducing changes in reporting by training journalists, was flawed. One related task is to identify the sources of theories. Are they a) based on experience (the programme designers’ personal and professional experience or that of the stakeholders and beneficiaries consulted during programme design); or b) research-based? Evaluation can contribute to improving the design and implementation of ongoing programmes." (Page 80)
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"Focusing on theories of change can improve the effectiveness of peacebuilding interventions. A review of 19 peacebuilding projects in three conflict-affected countries found that the process of articulating and reviewing theories of change adds rigour and transparency, clarifies project logic, high
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lights assumptions that need to be tested, and helps identify appropriate participants and partners. However, the approach has limitations, including the difficulty of gathering theory-validating evidence." (Executive summary)
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