What Is a Theory of Change?
Within the philanthropy, corporations and organizations, not-for-profit, there are hosts of social programs being implemented by different organizations globally. All of these entities are fully convinced that they are doing a commendable job that makes a difference in people’s lives.
How can these entities lay the grand claim that their intervention programs have translated to lasting changes? Their confidence is anchored on their Theory of Change (TOC). A theory of change elaborates why a particular method of doing things will be effective, describing how the change will occur in the short, medium, and long term to achieve the desired impact.
A theory of change is usually created at the onset of a project (for purposes of strategic planning) or used to describe an existing work so that you can evaluate it. In our brief rundown, we have provided key How To tips to help your organization strategize around making an impact.
Plan Your Process
To achieve the best outcome, start by deciding the ultimate purpose of your organization’s theory of change. For instance, are you using it to plan a new initiative, or is it evaluating an ongoing project?
The purpose of your theory of change will significantly affect the process you use and whom to involve. If you use your theory of change to plan a new project, you may need to involve the key decision-makers such as your staff, the beneficiaries, and other informed external stakeholders.
Let your theory also be open and flexible to new ideas and working methods suggested by these persons. However, if you and your colleagues lack requisite expertise in the theory of change, it is prudent o consider involving an external consultant.
- Collect Evidence of Need and Context
A theory of change should be based on a clear understanding of the need you want to address. As such, consider three key categories of evidence to guide youThese evidence include the following:
- Evidence of Need- This evidence is key to help you understand why your intervention is important and the specific needs of your beneficiaries
- Evidence of Context- Entails an examination of other service providers, support available to your beneficiaries as well as external and internal factors that may affect your intervention
- Evidence of Effectiveness- Assessing the effectiveness of other interventions that sought to bring about the end outcomes you desire. (These could be intervention efforts your organization has run before).
This will help you decide on a particular method of implementation that is most likely to bring about the impact you want to see.
This evidence may be found in reports from your own organization or others, academic literature, and the expertise of stakeholders. Where this evidence is unavailable, you will need to collect it yourselves as the primary step in developing your theory of change.
- Agree Your Intended Impact
The main issue you envision to address with your project should be highlighted in the ultimate resolution; this is your intended change. Your intended impact is an integral part of your theory of change, the goal towards which you shall direct everything.
Your impact statement should succinctly describe the long-term change you want to see. You can also think about how your impact statement fits with funding programs and other priorities so that you can view your initiative in a broader context.
- Articulate Your Long-Term Outcomes
Determine your desired outcomes and the order in which they will occur. You can plan to work backward from the desired impact/outcome and evaluate the changes needed to achieve the intended impact.
These are also referred to as necessary pre-conditions; simply put, these are the primary things that need to change before achieving your long-term impact.
You can identify these pre-conditions by examining the factors that contribute to the key issues you are trying to solve with your work.
- Identify Outputs
At this stage, you can now evaluate which outputs (such as services, products, or facilities) will help you realize the outcomes/desired impacts you have identified. This will entail creatively thinking about which outputs will be most efficient to guarantee you the desired outcomes and when to incorporate them in the process.
The best approach here is reviewing external research and look out for outputs that have brought the outcomes you desire in the past.
- Clarify Assumptions
Assumptions are typically the unstated and unexplained logic behind the overall program. It is easy to overlook them and fail to mention them. However, it is important to explore and clarify all assumptions since they affect how you deliver your intervention and determine how successful your intervention will be.
- Establish Timelines and Plan Resources
Do not forget to include timelines for when you want to see activities complete and outcomes realized. Deadlines help to shape the expectations of stakeholders for what can be realized by your intervention.
It will also help you to plan for which activities to do at what time so that you can determine the required resources and thus budget appropriately.
- Produce Your Diagram and Narrative
As you come to the end of developing your theory of change, it is prudent to make it available in the most useful and relevant format. Most people consider a map or a diagram more helpful and easy to understand.
You can also consider writing a narrative theory of change to accompany the diagram as a more comprehensive description of the theory. Diagrams alone can be ambiguous, especially for persons who were not involved in developing; that’s why it is important to consider adding a narrative.
- Get Ready to Use your Theory of Change
Voila, your theory of change is ready, don’t forget to use it. A theory will help you plan your project accordingly and remain on track with the laid strategies to make the desired impact.
It is also an excellent tool to communicate your project and its impact. It also gives you a basis to develop a successful monitoring and evaluation framework. A theory of change is also a live document. It should be reviewed as new evidence emerges or as you change the methods of operation.
How Deed Can Help
Deed is an all in one social impact platform that inspires Action from the people that matter to you. With over 177 currencies, we are your best SCR (Social Corporate Responsibility) partner, mobilizing your employees, customers, and other audiences to take a stand, share your values, and together make a lasting impact.
For more information and queries on the Theory of Change, feel free to Contact Us today and Let’s Do Good.