"Written by two practitioners with deep professional experience, this book introduces readers to public interest communications, which takes an evidence-based approach to using strategic communications to drive positive social change. Each chapter includes accessible, applicable insights, exercises
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and real-world examples undergirded by theories and research from a range of academic disciplines: social and cognitive science, communications, systems thinking and human-centered design. The authors provide step-by-step frameworks for practicing public interest communications and illustrate each framework with multiple perspectives through practitioner interviews. Through a focus on fairness and ethics, the book helps readers acquire the mindset of a public interest communicator. This book is an ideal resource for students in strategic communications, health and environmental communications, public relations, journalism, social entrepreneurship, political science and advertising, and in public interest communication courses specifically, who wish to promote lasting change on issues that advance the greater good. Accompanying online materials include worksheets and links to further resources such as videos and podcasts." (Publisher description)
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"The impact framework is a set of tools and guidelines that helps to define targets for, track, and assess the impact of activities under the supported media projects in a clear and organised way; it can also be used for other media projects. Its methodology embraces a user-centric approach, links p
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roject activities to key performance indicators (KPIs) and outcomes, and helps to identify and collect data from the beginning to the end of the projects. The impact framework also allows the programme’s media outlet teams to assess risks, track projects’ progress towards established targets and, if necessary, correct their course in a timely fashion." (Page 3)
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"The Mothers Union (MU) was beginning to feel its age. Founded 140 years ago it had grown into a social movement of more than 4 million members. But in many places their members felt it had become increasingly inward-looking and ineffective. A radically participative theory of change process, called
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MULOA (Mothers’ Union Listening, Observing and Acting), that listened to over 200,000 people in 36 countries between 2017 and 2019, helped breathe new life into this global movement. The learning from this experience has significant implications for development actors, whether faith-based or secular. MULOA showed it is possible to listen at scale. Theory of Change does not have to be a top-down, office-based, process. Participatory activities created safe spaces for mind and heart dialogue, engaging deeply with people’s emotions and faith to catalyse personal transformation. Changes in individual members catalysed major shifts in MU’s identity, strategy, structures and ways of working. It created a member-led evidence base for MU global strategy that reflected localised priorities. Together with concurrent shifts in MU governance, MULOA contributed to a genuine shift towards a more truly global and interconnected movement. Becoming a more listening, trusting and strategic organisation has since proved vital in helping MU be more agile and adaptable in responding to the COVID-19 crisis." (Introduction, page 3)
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"Middle-level theory (MLT) has several uses in development planning and evaluation. It helps predict whether a programme can be expected to work in a new setting. It offers insights into what design features are needed for success. IIt provides invaluable information for monitoring to see if the pro
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gramme is on track and to fix problems that arise. It reveals the causal processes and related assumptions to be tested in an evaluation and helps identify evaluation questions. It helps in interpreting evaluation findings, assessing their relevance and locating a description of them that is useful for programme design and evaluation in other settings. This CEDIL methods brief outlines ten steps for building and using a middle-level ‘causal-processtracing’ theory of change to serve these purposes." (Page 1)
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"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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2)
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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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"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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"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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"In this study, we have seen that, in contrast to causal models, narrative and overview models of Theories of Change are mainly used by donors and implementing organisations. However, causal models offer a lot more information that would help improve project planning, as well as monitoring and evalu
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ation. That potential is still untapped, although all of the organisations involved in this study have already started to formulate concrete steps that could be parts of causal models. Our recommendation is to work on causal models of Theories of Change as a standard tool in project planning, as it will give clear context-related insights into what can be expected from projects, and what is feasible in the specific environment. In our view, media support would be much more understandable and realistic. Through formulating result chains, many hidden assumptions come to light, and additional elements that need to be tackled before outcomes can be expected will become obvious. It would also be a pre-condition to provide impact evaluations that are lacking in the sector of media support for governance." (Conclusions)
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"A Theory of Change approach to planning and evaluation is increasingly being considered essential practice within social development. Theories of Change can be developed in many ways. Common elements include an articulation of how change happens in a particular context, clarification of an organisa
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tion’s role in contributing to change, and the definition and testing of critical assumptions." (Page 1)
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"The purpose of this companion guidance is to provide practical and hands-on technical guidance on developing a theory of change as an integral part of the United Nations Development Assistance Framework (UNDAF) process. It should be read as a complement to the 2017 UNDAF Guidance and relates closel
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y to the other seven companion guidance papers on programming principles, the UN Vision 2030, the Common Country Analysis (CCA), communications and advocacy, capacity development, monitoring and evaluation, and funding to financing. A theory of change is a method that explains how a given intervention, or set of interventions, are expected to lead to a specific development change, drawing on a causal analysis based on available evidence. In the UNDAF context, a thorough theory of change helps guide the development of sound and evidence-based programme strategies, with assumptions and risks clearly analysed and spelled out." (Introduction)
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"Models for theories of change vary widely as do how they are used. What constitutes a good or robust theory of change has not been discussed much. This article sets out and discusses criteria for robust theories of change. As well, it discusses how these criteria can be used to undertake a vigorous
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assessment of a theory of change. A solid analysis of a theory of change can be extremely useful, both for designing or assessing the designs of an intervention as well as for the design of monitoring regimes and evaluations. The article concludes with a discussion about carrying out a theory of change analysis and an example." (Abstract)
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"This guide promotes a planned and structured approach to developing program logic and includes information on: the meaning and purpose of program logic; when and how to develop program logic; how program logic can be used, with a particular focus on planning an evaluation. A program logic model is
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a schematic representation that describes how a program is intended to work by linking activities with outputs, intermediate impacts and longer term outcomes. Program logic aims to show the intended causal links for a program." (Page 4)
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"Building a theory of change with solid theoretical foundations and widespread buy-in requires organizations to invest time and resources into a process with multiple steps and participation at all levels of the program. In this article we outline some of the preparatory work needed to guide a team
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through the process of building a theory of change and what to expect at each stage. These include the importance of consensus, when to develop a theory of change, the literature review, linking program activities to outputs and outcomes, the importance of considering assumptions and risks, and how to use the theory of change for CART data collection. The principles and processes we describe can be applied both at the organizational level and at the program or project level." (Page 2)
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