"This research report considers the application of ToC to governance programmes in post-conflict and fragile states. It should be noted that, because of what information is available, the examples reviewed in this report are from post-conflict and least developed (though not necessarily fragile) sta
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tes. They are mainly (but not all explicitly) governance-focused, and while some have elements of accountability, public sector management and public service delivery, none are about public financial management. The case studies discussed show that articulating and reviewing Theories of Change in peacebuilding programmes adds rigour and transparency, clarifies project logic, highlights assumptions that need to be tested and helps identify appropriate participants and partners. Yet, for ToC application to be effective, particularly in governance settings, a number of factors need to be taken into consideration, including: conflict analysis is critical for determining the relevance of activities in post-conflict contexts but is rarely done; gathering evidence to validate a Theory of Change is challenging, particularly in conditions of conflict and fragility; theories of Change can encourage an overly linear approach, when the reality of change in conflict contexts is complex and more organic; people involved, both staff and programme participants, may require a lot of support to understand the dynamics and effective use of ToC." (Overview, page 1-2)
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"This handbook is designed for those who may be interested in supporting media development programs, but are unclear about the whys, hows, and whens. It introduces the fundamentals of media development, provide ways to conceptualize and analyze the sector, and helps guide programming based on politi
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cal economy analysis as well as individual country context. It also includes ideas on monitoring and evaluation of media development programs, suggestions for conflict environments and new media, and links to further resources." (http://siteresources.worldbank.org, September 27, 2011)
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"Over the past twenty years, media interventions have become an accepted tool for conflict management. Interventions have often proven ineffective, however, because they lacked clear definition of their intended outcomes. This volume presents an Intended-Outcomes Needs Assessment methodology (IONA)
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to help address this by: Integrating conflict analysis and media assessments to sharpen the focus on peacebuilding objectives; and improving the quality and precision of project plans to enable better comparison of the results achieved. This manual describes IONA, a three-stage process to help an assessment team understand the causes of conflict in a society, identify changes that could reduce that conflict, and create media interventions that help realize those changes." (Back cover)
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"Design is an iterative process and design thinking is present in each stage of the journey from client brief to finished work. Different solutions can be produced for any given brief and these can differ widely in levels of creativity, practicality and budget. This book aims to present an overview
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of the design thinking involved at each stage of the design process: the methods used by designers to generate and refine creative ideas, the key considerations that help shape them and the feedback and review elements that allow design teams to learn from each job and contribute to future commissions. Through detailed studies of contemporary work and analysis of the basic theories, we examine how a designer can generate and resolve ideas to produce creative solutions that best meet the stated aims of a brief." (Introduction)
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"This 2009 version of the ‘Handbook on Planning, Monitoring and Evaluating for Development Results’ aims to support UNDP in becoming more results-oriented and to improve its focus on development changes and real improvements in people’s lives. It replaces and updates the previous Handbook from
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2002. It was a breakthrough in driving the effective application of the results-based management approach in programming and performance management. The Handbook recognizes that planning, monitoring and evaluation require a focus on nationally owned development priorities and results, and should reflect the guiding principles of national ownership, capacity development and human development. Globally, there has been a significant shift away from the project approach in favour of programme and national approaches." (Preface, page III)
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"[This publication] is for planners and evaluators who are going to facilitate a process for creating a theory of change with community-based programs and community change initiatives. It was designed as a “refresher course” for planners, evaluators, and others who have attended one of the Round
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table’s Theory of Change Workshops, but we fully expect experienced facilitators will be able to quickly learn and apply the method as described in this guide.. We’ve organized this guide into two sections. Section One answers the question “What is a theory of change?” It provides all the information needed to facilitate a theory of change process with a community group. This section: reviews the major concepts that define theories of change; provides important background information for facilitators before they enter a planning session; and offers practical guidance for facilitating planning sessions. Section Two is a resource toolbox for the theory of change facilitator. It includes: a case study to show a portion of a finished theory of change; a list of materials to bring to a planning session; a participants list that suggests the ideal composition of a theory of change building team for a community-based program or initiative; a glossary that could be distributed at the training sessions; and a description of PowerPoint presentations that you can download from our web site." (Introduction)
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"[...] Fortunately, in the last decade in particular, much progress has been made on incorporating social science theory into both campaign design and evaluation, primarily in the health field. Indeed, evaluators are being encouraged to engage in theory testing and/or logic model development. Findin
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gs from recent meta-analyses suggest that newer communication campaigns are increasingly utilizing theory. In addition, there has been great diversity in the theories being applied in this area, and many of the theories being used most often, including the Theory of Reasoned Action, Social Cognitive Theory, and the transtheoretical “Stages of Change” model, also are widely studied in the health behavior change literature.
An evaluation research team typically consists of program staff in charge of program planning and a program evaluator. Often, the program evaluator is one of the few behavioral or social scientists on the project. Without a theorist on the team, the theory behind the project is likely to remain implicit from the start. The failure to acknowledge or discuss theory from the beginning risks wasting resources on message strategies that are not adequately linked to psychosocial predictors of behavior, and on performance measures that are off the mark. Thus, all program personnel should be involved in theory/logic model development so that the theoretical underpinnings of the project are grounded in more than evaluator assumptions." (Introduction)
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"This guide outlines a step-by-step process for developing program logic in the context of Natural Resource Management (NRM). The guide is aimed at those who are developing a program logic for the first time and may also be helpful to other users in a range of contexts. Developing a program logic is
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about establishing a framework for methodically exploring and defining the parameters of a project. Because it serves as a roadmap for a project, a program logic helps to give participants greater confidence that their efforts will be comprehensive and effective. In this guide, the term ‘program’ covers all levels of intervention, whether through a project, program, strategy or activity, as well as program design and evaluation. Through a series of exercises, templates and checklists, this guide outlines the key steps in developing a program logic." (Introduction)
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"Now in its third edition, this fully revised and updated edition is the essential fundraising handbook for the developing world (including Africa, Asia, Latin America and countries of Eastern Europe). Using case studies and examples of good practice, it offers guidance and advice on establishing ef
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fective local fundraising and the opportunity to tap into a wide range of sources of funding (including government, companies and charitable foundations). It also offers fundraising techniques and sources of information and help. This new edition incorporates changes in fundraising practice and new case studies as well as a completely updated and rewritten section on internet fundraising and an expanded 'Useful organisations' section." (Publisher description)
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"The first seven chapters in Talking theWalk look in detail at the realities of communicating in partnership. As well as narrative, each chapter contains a number of boxes and tables giving examples or “Practitioner Tips”. Near the start of chapter 7 (pages 58-59), you will find a diagram outlin
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ing the communication aspects of the Partnering Cycle. Chapter 8 comprises nine tools that you can use or adapt for your own purposes. Since the manual is about communication, we invited as many contributors as possible to participate in this project, to demonstrate the collaboration that we saw as a vital ingredient of partnering communication. Woven throughout the manual are think pieces that some of these contributors have written. In addition, chapter 9 contains communication stories and communication case studies reflecting the experience of a range of practitioners in the field." (Page 1)
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"This publication is a short, easy-to-read introduction to the field of media assistance. Following the usual steps of the project cycle, it describes the principal elements to analyse needs in media assistance and to select specific intervention strategies. The document distinguishes six interventi
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on areas: training of individual journalists; the organisational level of media outlets; the strengthening of media support institutions (research institutions, press councils, etc.); enhancing the sustainability of media; establishing and enforcing favourable media laws and regulations; and activities aiming at cultural values and societal beliefs. For each area, appropriateness, strengths and weaknesses, key issues for analysis and simple monitoring techniques are briefly listed." (CAMECO Update 1-2008)
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"This report [...] recommends that interveners take the following series of steps as they generate a strategy for media development in post-conflict zones.
Predeployment Phase: Mapping and Strategizing: map out the existing media landscape; identify the postwar condition of the media infrastructure,
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media personnel, and other resources that have survived the conflict; assess the history of state-media relations; analyze the potential market for sustainable media; create a strategy for developing media; coordinate all relevant players in media development; identify spoilers and create a plan to isolate extremist voices while elevating moderate ones; plan to establish a responsible media sector before the first postwar elections are held.
Deployment Phase: Building and Developing: build a foundation for the media sector; establish a mission-owned outlet to monitor and counter hate speech while promoting peace operations; create a representative media commission to establish media standards; create legal underpinnings for media during the transition or help the government to do so; create media outlets and develop personnel; encourage creation of a diverse array of media outlets and ensure media accessibility by different segments of the population; establish effective on-the-job training programs and mechanisms for evaluating trainees and university-based training programs; create local associations of journalists, publishers, and editors to strengthen leadership and connect local media actors to international media networks.
Exit Phase: Transitioning and Sustaining: transition to local control and ensure long-term sustainability; gradually give full control to local media leaders; ensure a robust media market in which private outlets are self-sustaining; create an indigenous mechanism to continue monitoring hate speech." (Summary)
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