1. Theory of Change Models Outcomes-Based Program Design Models

2. Theory of Change: Definition A theory of change explains how early and intermediate changes will lead to a long-term goal. -Aspen Institute

3. “The advice I would give to somebody coming at TOC for the first time is to be open-minded about the extent to which it can help them to be better strategic thinkers throughout all of their work, and not to think of it as just a planning or evaluation tool.” Erin Harris, Research Analyst, HFRP

4. The Theory of Change Model Purpose and Role in Community Work

5. Rationale for Using Theory of Change Models Lack of clarity about how the change process will unfold and therefore place little attention on the early and mid-term changes that need to happen in order for a longer term goal to be reached Not recognizing/analysing assumptions difficulty evaluating progress and program

6. The Purpose of a Theory of Change Model Identify intention/purpose clearly Develop Shared vision, understanding, purpose, language Differentiate the actions we take from the goals we are trying to achieve Guides and focuses our work on a long-term outcome Ensures accountability

7. The Theory of Change Model The Components of the Theory of Change

8. Theory of Change Components Pathway of change ▫Outcome ▫Preconditions Measurements of success ▫Indicators and Targets Activities to bring about change ▫Interventions Assumptions that explain why the whole pathway makes sense!

9. Try It Out! Try building a pathway of change that illustrates a simple activity that you’ve done before—like baking cookies! Check out the right hand sidebar of the Program Design: Theory of Change Toolkit page and complete the Theory of Change: A Practical Example activity

10. The Theory of Change Model Pathway of Change

11. Pathway of Change Step 1: Outcome Outcome: Changes in skills, knowledge, attitude, behaviours and conditions stakeholders must be clear and find a common understanding about what they want to produce through their initiative

12. Pathway of Change Step 1: Outcome Clear outcome statements... make it easier to decide what needs to be done to achieve the outcome (what steps are taken) make it easier to build a consensus about what is important—activities, goals, funding, staffing... make it easier to develop a measurement system to gauge if desired change has been achieved

13. Example: Outcome Other possibilities can work too! Finance Our organization’s funding sources are diverse

14. Step 1: Outcome Select one priority that you would like to begin to map today The outcome is your organization’s long-term goal for this priority What has to be in place in order to move forward? 1.Generally, we map backwards from the outcome. Using the Theory of Change: A Tool for Development (alternate or plain language, your choice!) found on the right hand sidebar of the Program Design: Theory of Change Models Toolkit page, ask yourself the following: 1.What change is your organization trying to make in the community? In the population? In the city? 2.What will achieving this change look like?

15. Pathway of Change Step 2: Preconditions Precondition: a condition or situation that must exist or be established before something can occur; a benchmark or goal that has to be achieved first think about all of the stepping stones that have to be in place to reach your outcome

16. Pathway of Change Step 2: Preconditions Try a “so that” chain Organizations may not be able to achieve all preconditions on their own ▫Identify where supports are needed ▫Get those supports!

17. Example: Preconditions Finance Our organization’s funding sources are diverse Receive grants from different funding sources Submit grants to different funding sources Complete training on grant writing

18. Step 2: Preconditions Using the Theory of Change: A Tool for Development you’ve already started, complete your pathway of change: 1.What does your organization already have in place? 2.Work backwards until you meet your organization’s current location ▫Don’t overwhelm yourself, but be realistic Select one priority that you would like to begin to map today What is your long-term outcome or final destination for that goal? This precondition is your organization’s medium-term goal. This precondition is your organization’s short- term goal. This precondition refers to structures your organization already has in place or goals it has already achieved.

19. The Theory of Change Model Measurements of Success

20. Measurements of Success Step 3: Indicators Indicator: demonstrates the condition of something, in this case that we have achieved our goal or met our precondition An indicator measures the changes that your program or initiative is (or is not) bringing about Each precondition and the final outcome require indicators to ensure that you are achieving what you set out to achieve

21. A good indicator is... S-Specific M-Measurable A-Achievable R-Relevant T-Time-bound

22. Measurements of Success Step 3: Indicators What are you going to measure? Select a measurement that really illustrates the change you want to see--Be creative! How are you going to measure it? Identify tools that can capture the data you need, but also work with your clientele ▫What tools already exist that you can modify? Indicators are concepts—don’t confuse them with the tool used to measure the concept

23. Example: Indicators Diversify Funding Receive grants from different funding sources Submit grants to different funding sources Complete training on grant writing Funds come from different sources Selected for grants Organization participates in grant-writing training Organization completes and submits 5-7 grants to different kinds of funding sources

24. Step 3: Indicators Using the Theory of Change: A Tool for Development you’ve already started, complete your measurements of success: How will you know that you have achieved your precondition or your goal? What will you measure to identify success? priorityprecondition Indicator

25. Measurements of Success Step 4: Setting Targets Targets: describe what we want to achieve for each indicator Allow us to evaluate progress, success, shortcomings Your target depends on your past achievements, the current context or state of your population/community, your goals and indicators …

26. Example: Indicator Targets Diversify Funding Receive grants from different funding sources Submit grants to different funding sources Complete training on grant writing Funds come from different sources Selected for grants Organization participates in grant-writing training Complete and submit 5-7 grants Funds come from at least 3 different sources Selected for 3 grants from at least 2 kinds of funding sources 5-7 grants submitted at least 3 different kinds of funding sources At least 2 staff members participate in 2 grant-writing trainings

27. Step 3: Indicator Targets Using the Theory of Change: A Tool for Development you’ve already started, complete your measurements of success: Who or what is the target population of change? How much change has to occur on this indicator for us to claim to have successfully reached the outcome? How long will it take to bring about the necessary change in this indicator in the target population? priorityOutcomePrecondition Indicator Target

28. The Theory of Change Model Activities to Bring About Change

29. Activities to Bring About Change Step 5: Interventions Intervention: something that occurs between two things; in this case refers to an activity or program that brings about the change we want to see (precondition or outcome) Like preconditions, sometimes interventions are beyond your control ▫strategize—how can collaboration and partnerships help us to get this done?

30. Activities to Bring About Change Step 5: Interventions Be specific—include details and timelines ▫What will you do? ▫When will you do it? Revisit your outcome

31. Example: Interventions Diversify Funding Receive grants from different funding sources Submit grants to different funding sources Complete training on grant writing Incorporate the funds received via grants into your overall organizational budget and allocate accordingly Be selected for 3 of the grants that your organization submitted (is this out of your hands?) Write 5-7 grants for funding from at least 3 kinds of funding sources

32. Step 4: Interventions Using the Theory of Change: A Tool for Development you’ve already started, complete your activities to bring about change: For each red arrow, what actions will your organization undertake? Can be an activity, a campaign, a whole program, a partnership…. priorityOutcomePrecondition

33. The Theory of Change Model Why it Makes Sense

34. Why it Makes Sense Step 6: Assumptions Assumptions can explain how interventions can lead to a precondition or how one precondition leads to another Important to examine the assumptions your organization is making Best if they can be supported by research or best practices

35. Check out The Aspen Institute’s Community Builder’s Approach to Theory of Change**, page 26: The Importance of Questioning Assumptions for a great example **Found on the right hand sidebar of Program Design: Theory of Change Models Toolkit page

36. Why it Makes Sense Step 6: Assumptions Examining assumptions improves critical thinking and analytical skills Examining assumptions ensures that your program/initiative is logical and your activities will lead to your outcome Put assumptions on the table—allow them to be critiqued—this will only make your program stronger!

37. Example: Assumptions Diversify Funding Receive grants from different funding sources Submit grants to different funding sources Complete training on grant writing We have not been able to access grants because we lack the skills to write grants

38. Step 6: Assumptions Using the Theory of Change: A Tool for Development you’ve already started, identify why your pathway makes sense: Why do you believe one precondition will lead to the next? Why will your interventions allow you to achieve the required preconditions or outcome? priorityOutcomePrecondition

39. The Theory of Change Model Tell Your Story

40. Tell Your Story Step 7: Narrative Explain and share This will help you determine: ▫Is our model plausible?  PLAUSIBLE: Could it be done? ▫Is our model feasible?  FEASIBLE: Can we do it with our resources and capacity? ▫Is our model logical?  LOGICAL: Does the progression from step to step make sense?

41. Tell Your Story Step 7: Narrative ▫Are there any gaps? ▫Where do we need supports? ▫Are our preconditions and outcome measurable? ▫Take it to a stranger!

42. Tell Your Story Step 7: Narrative Remember to ask yourself the following: Is there anything going on in the real world that may make it difficult to get this program off the ground the way we’ve planned it? How can we lessen the impact of these external factors?

43. The Connection: Theory of Change and Logic Models One “pathway” from theory of change can be translated into a logic model One step from one precondition to another can be translated into a logic model One Theory of Change can be linked to a number of logic models Theory of Change = strategic vs. Logic Model = tactical

44. Quiz 1.What is the purpose of using a theory of change model? 2.What are the components of a theory of change model? 3.Why do you work backwards from a long-term outcome? 4.What is the relationship between indicators and targets? 5.What is the value of ‘telling the story’?

45. Contact: Shine Chung Sector Capacity Building Lead shine@foryouth.ca 416-653-3311 ext. 232 Tinashe Kanengoni Sector Capacity Building Lead tinashe@foryouth.ca 416-653-3311 ext. 222 Are you in need of additional supports?