Introducing the ‘Theory of Change’ concept
To influence policy and improve practice we need to have a clear idea of what needs to happen to lead to positive outcomes for those whom a policy or practical intervention is designed to help.
This ‘idea’ of the best approach to take, needs to be based on an understanding of context, so may vary according to context, and can helpfully be informed by research, so that the policy or practical intervention draws on existing evidence.
This leads to the idea of having a theory or how change takes place. It is a theory and needs to be subject to regular review to see how well it works and fits with on the ground realities, as assumptions have to be made when formulating a theory. The theory also typically sets out steps that are taken (inputs and activities) that lead to anticipated results (outputs) and longer term changes (outcomes), so for example if police officers are trained in understanding violence against women (training being the activity), one might hope their response to a situation of violence would be better informed (trained police being the output), and this would lead to a reduction in violence (the outcome).
Many development practitioners see a ‘Theory of Change’ as a useful tool that sits alongside other planning tools such as ‘logframes’ or ‘results frameworks’. One of the aims is to ensure that there is a strong evidence base that can underpin the entire impact pathway of the programme – in other words guide each step in the design, implementation and evaluation of a programme from start to finish, and beyond, so that what we are doing is clearly linked to sustainable long term impact.
Lets now watch the following video, where study team members Dr Zara Martin (from University of Portsmouth) and Kate Conroy (from IMC) discuss the nature and value of a ‘Theory of Change’, and reflect on some key questions.
| Reflection Activity
How can we ensure that a Theory of Change is useful? Consider:
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