Theory of Change (ToC)
How might we encourage leadership to set expectations on what learning means, how it fits into our work, and how we demonstrate progress?
Clarify learning objective
A template to develop a Theory of Change: a tool that describes how, and under what conditions, a program or product is expected to contribute to change.
- Theory of Change framework for completion in a team workshop setting
- Aligns teams and individuals towards the overall programmatic or organizational goal
- Clearly connects day to day work to larger long-term programmatic or organizational-level goals
- Helps define whether activities are achieving intended impact
- Helps spot potential risks by identifying underlying assumptions
- Highlights linkages across multiple programs or program activities
- Collaborative process builds ownership / understanding of ToC across functions
How to Implement
Identify the main problem you want to solve and the long term vision of the change you want to see. Then complete the other boxes, such as your key audience and our entry point to reach that audience.
Work outwards from your defining problem, and towards your long-term impact. Write down the main people affected by the issue you’ve identified and who you hope to help you with your work.
Figure out the immediate results or outcomes. List the key outcomes that your activity would lead to: these are the preconditions needed to realise your vision.
Reflect on the key assumptions that underpin these steps in your work. This may help you to spot potential risks or connections between the different projects.
Incentives by leadership for staff to develop the Theory of Change
Strong awareness / understanding of the operational context, key stakeholders and clients (or those that will ultimately be impacted by the program / product / service), in order to build a strong Theory of Change
Consideration for periodic review / refresh of the Theory of Change as program activities or operations evolve