1. Wednesday 13 September UKCF Conference Cardiff
Giving focus – Theory of Change Perspectives from Somerset and Two Ridings Community Foundation
Wednesday 13 September
UKCF Conference
Cardiff

2. Session outline Introduction to Theory of Change
What is a “universal” CF Theory of Change?
Theory of Change for funders – NPC
Practical application of how it can be used – Two Ridings CF, Somerset CF
Theory of Change Process
Summary and conclusions

3. What is Theory of Change?
All about the change we want to bring about …
It’s the process of mapping out in detail how you expect change to happen
Process for getting clear, as a group of stakeholders, about what difference you want to make with your project or organisation, and to rigorously test assumptions about the best way of making this change happen
TOC helps to make the project proposal or organisational strategy ‘add up’, to make it clear, robust and ‘ownable’ by all partners
TOC helps to share a project or strategy with others, e.g. donor,
TOC can also help to ensure that a project is evaluated effectively so others can learn from it, replicate it, grow it, etc.

4. Theory of Change - Process
Step 1: Agree and prioiritise the outcomes the project is working towards (outcomes)
Step 2: Articulate the vision for the changes expected in the system and in practice (outputs)
Step 3: Where are we now; what’s the problem we are seeking to address (outset)
Step 4: Agree a description of the changes that will take place (inputs)
Step 5: What will be the indicators of progress and success?

5. Theory of Change - Template
OUTSET
INPUTS
INDICATORS OF SUCCESS
OUTPUTS
OUTCOME
Problem analysis: what’s the problem we are trying to solve?
Where are we starting from?
What’s our programme looking like?
What actions will we take?
What is going to tell us we are making progress?
What can we measure & how?
Quantitative & qualitative
What do we see?
What do we expect to see?
What will be happening?
What’s the change we want to see?

6. Theory of Change for Community Foundation
What is the change we want to see?
In a sentence, frame outcomes as clearly and compellingly as possible.
What is the time-frame for this change?

7. Theory of Change for Funders - NPC
Impact on beneficiaries
narrowly defined goal, programme or fund specific,
often difficult to set out intermediate outcomes
can be designed collaboratively with grantees
Impact on grantees
‘funder-plus’ activity
easier to measure impact
Impact on a social problem
Where a funder adopts a more complex range of tools to address a problem – funding, research, convening
Helps define who to work with, what CF role is and what to measure

8. Which Theory of Change is appropriate?
Focus on single goal
No Theory of Change
Theory of Change for impact on beneficiaries or social problem
Funder Engagement
Theory of change for impact on organisations
Theory of change for impact on beneficiaries or social problems and organisations

9. Application of Theory of Change - Two Ridings
Used to determine funding priorities for funds:
York Disaster Fund – phase 3 – longer term recovery
Anna Maria £700,000 fund with very wide priorities – donor CAF
£150,000 elder/social isolation fund from anonymous donor
We used TOC to help work backwards from outcome we wanted to achieve to help us identify projects to be nominated

10. Benefits
Gave us stronger vision of how the funds should be used to achieve specific outcomes
Gave clarity on who we would target and why…
Beneficiaries
Organisations
What the impact is of our funding on the social problem
Gave us better transparency and legitimacy re fund use
For beneficiates
funders

11. Phase 3 York Flood Fund Outcomes
Individuals and communities who were flooded have recovered and feel stronger and more resilient.
If there are further floods again this winter, residents feel more in control; they know what to expect and how to deal with the initial impact.
Everyone affected has access to space or people they can go to for safe conversations, peer support or expert help.
By 2018 if there are further floods, people know where to go for help; some have become ‘flood experts’ able to assist others based on their own knowledge and experience; and residents know their options, for example around insurance settlement options.
In the longer term, we aim to make York a ‘flood friendly’ community with increased awareness of what it means to have been flooded and enhanced sensitivity of family, friends, work colleagues, other agencies etc. to the impact on those who have been flooded.

12. Application of Theory of Change - Somerset
Why did we prepare one?
Help to clarify positioning in VCSE sector and define our impact
Underpin new organisational strategy
Focus our whole organisation on priorities
Community investment strategy evolved to increase our impact
A new way to explain CF model to donors and stakeholders

13. UKCF conference practice Theory of Change
Over to you…

14. Theory of Change – Template reminder
OUTSET
INPUTS
INDICATORS OF SUCCESS
OUTPUTS
OUTCOME
Problem analysis: what’s the problem we are trying to solve?
Where are we starting from?
What’s our programme looking like?
What actions will we take?
What is going to tell us we are making progress?
What can we measure & how?
Quantitative & qualitative
What do we see?
What do we expect to see?
What will be happening?
What’s the change we want to see?

15. Step 1: Long term outcomes
Prioritise outcomes you’re working towards:
Put the most urgent and compelling at the top
How compelling will these outcomes be for:
Donor?
Potential applicants?
Capture on flipchart, avoid duplication, check assumptions

16. Step 2: Outputs Think about enabling change.
What is your vision for the changes you expect to see, i.e.
For people in your community
For your donors
For wider stakeholders

17. Step 2: Outputs - Check To what extent do these expectations feel:
Sufficiently bold and ambitious?
Realistic and achievable?
Make sure that there is a clear logic connecting the changes you expect to see to the outcomes you are working towards

18. Step 3: Outset
Review the starting point identified at the outset - the original analysis of the problem/needs to be met
Review after revising outcomes…
Is there anything you would change about the way the problem has been articulated?
Is the connection to the outcomes you’re working towards strong and significant?

19. Step 4: Inputs
What are the inputs, the changes that will take place?

20. Step 5: Indicators of success
What will indicate that we are making progress?
What will be visible & measurable?
Be specific: How many? Who/what? At what level? By whom?
What are the interim targets you will set yourself, that would convince you and reassure others that you are heading in the right direction? (Define interim)
How will you collect evidence? Think about evaluation