"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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"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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"Edutainment, the combination of education with entertainment through various media such as television, radio, mobile phone applications and games, is increasingly being used as an approach to stimulate innovation and increase agricultural productivity amongst smallholder farmers in sub-Saharan Afri
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ca. Shamba Shape Up, a widely publicised makeover reality TV programme, is an example of edutainment that has received considerable attention, and airs in three countries in East Africa where it is estimated to be watched by millions of viewers.
There is no published academic research on the influence of makeover television formats on innovation systems and processes in smallholder agriculture. Using an Agricultural Innovation Systems approach, this paper explores how makeover edutainment is influencing smallholder farmer innovation systems together with the effect this is having on smallholder farms. In the absence of previous research, it articulates a Theory of Change which draws on research traditions from mass communication, agricultural extension and innovation systems. Data came from two large scale quantitative (n=9885 and n=1572) surveys and in-depth participatory qualitative research comprising focus group discussions, participatory budgets, agricultural timelines, case studies and key information interviews in Kenya. An estimated 430,000 farmers in the study area were benefiting from their interaction with the programme through increased income and / or a range of related social benefits including food security, improving household health, diversification of livelihood choices, paying school fees for children and increasing their community standing / social capital.
Participatory research showed SSU enhanced an already rich communication environment and strengthened existing processes of innovation. It helped set the agenda for discussions within farming communities about opportunities for improving smallholder farms, while also giving specific ideas, information and knowledge, all in the context of featured farm families carefully selected so that a wide range of viewers would identify with them and their challenges.
Broadcasts motivated and inspired farmers to improve their own farms through a range of influences including entertainment, strong empathy with the featured host farm families, the way ideas emerged through interaction with credible experts, and importantly through stimulating widespread discussion and interaction amongst and between farmers and communities of experts on agricultural problems, solutions and opportunities. The fact that local extension workers also watched the programmes further enhanced the influence on local innovation systems. The findings indicate that well designed makeover edutainment can strongly influence agricultural innovation processes and systems resulting in impact on the agricultural production and behaviours of large numbers of smallholder farmers." (Abstract)
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"The application of Communication for Development (C4D) in conflict prevention, conflict reduction and post-conflict reconstruction interventions is a relatively new field. International organisations that have begun to adopt new communication & media designs in their peace work are progressively of
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fering a credible baseline to engage in the assessment of this practice. In this paper, I offer a short compendium of the evaluation frameworks I have developed through my empirical research on the impact of Communication for Development in Peacebuilding; this is presented alongside a number of reflections and followed by concluding considerations on the state of the field." (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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"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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"Robust monitoring, evaluation, reporting, and learning (MERL) are critical components of successful programming. The MERL components enable program stakeholders to monitor progress and evaluate the achievement of expected results. Reporting processes and timelines should be clearly defined and tail
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ored to meet the needs of key audiences and stakeholders, and provision should be made for the program to continually reflect and learn from experiences gained during implementation. Measuring the success of peacebuilding programs poses specific challenges that are unique to this program area. This module was developed to guide PEACE III local program partners—peacebuilding practitioners—through the development and implementation of effective and practical MERL systems for their projects. This five-year cross-border peacebuilding program is implemented by Pact in partnership with Mercy Corps and a range of local partners with activities in Ethiopia, Kenya, Somalia, South Sudan, and Uganda. PEACE III aims to strengthen cross-border conflict management in the Horn of Africa and is pursuing two related objectives: 1) to strengthen local cross-border conflict management and 2) to improve the responsiveness of regional and national institutions to cross-border conflict. This manual was created to support and provide examples to peacebuilding practitioners and is an addition to Pact’s existing MERL Modules. Other useful examples of MERL training manuals for peacebuilding programs exist. This module does not seek to replicate those manuals, but rather draws on them and integrates their expertise here. Parts of this manual were also drawn from Pact’s MERL Modules but customized with practices and examples relevant for peacebuilding programs. It is the authors’ hope that this module can serve as an introduction to MERL for peacebuilding practitioners and can point them to other relevant resources in the field. Each begins with an outline of the learning objectives, includes learning activities throughout the chapters, and ends with a summary of key points and learning." (Introduction)
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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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"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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"Strategic Planning for Nonprofit Organizations, Third Edition, offers a conceptual framework and detailed process suggestions for strategic planning by nonprofit organizations. For readers of one of the first two editions, much will look familiar, but much is new as well. The logic and flow of the
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process are the same, but we have broken out the middle section into a few more specific steps. In particular, we have added more detailed guidance on developing the program strategy and business model. The book is the product of the authors’ experience as planning and organization development consultants. The concepts, process design, and language presented here have been shaped by our strategic planning work with hundreds of nonprofit organizations. Many of the worksheets and approaches to formulating strategy were developed while working with individual clients in response to particular situations. Our approach is informed by the work of many published authors and dozens of colleagues, including in particul ar the wisdom and experience of our colleagues at CompassPoint Nonprofit Services, where we both worked for many years. We hope that this book provides you with a practical approach that is comprehensive, without being either overly complex or unduly simplistic. The user-friendly tools and techniques will help you put the framework into action. Those who have experience with strategic planning will find the book a useful refresher and a one-stop source book of fundamental concepts and techniques; those without such experience will find it a valuable introduction to what strategic planning is—and is not—and how to make the best use of the process." (Preface)
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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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"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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