Assignment 2.2: Preparation for the development of a simplified ToC

This assignment, consisting of multiple parts, takes you through the 8 steps to develop a simplified Theory of Change. As we go along the steps of the ToC development, it will be useful for you to develop a simplified Theory of Change. Download the Canvas Tool in PDF. Use notes in Adobe PDF reader to add content. You may also wish to print this and use it as a handout. 

Step 1: Clarify purpose of the ToC proces

  1. Discuss the first core question with the key stakeholders: 
    • Why are we doing this? What do we expect it will bring us? Be as specific as possible. 
  2. Discuss what they mean in relation to:
    • Who should be involved in the process? 
    • Which aspects or components of the ToC process need prioritising?
    • How to design and plan the process; for example, how much emphasis and time to give to different steps?
  3. Discuss the second core question with key stakeholders: 
    • What is the purpose of ToC thinking in this case and what is the expected product? Use the “TABLE:  PURPOSES OF TOC USE” for help and specify further for your specific project/programme. 
  4. Discuss what the purpose and expected product mean for the level(s) of ToC thinking. 
    • Document the outcomes of your conversation and the reasons for choices made.
  5. Identify assumptions:
    • Which assumptions are we making about the purpose of this ToC process? Do we need to check them? If so, how? 

Step 2: Describe the desired change

In a group or alone, use these guiding questions: 

  • Concentrate on changes in and among individuals, organisations, social structures, cultural patterns, and institutions, to which your organisation wants to contribute, in a time perspective of 10 to 20 years. The desired change must be plausible: there must be a sufficient degree of probability that the change can happen. 
  • Visualise and draw the desired change or ‘dream’. Visualising helps to bring to the surface and share individual thoughts, to start the conversation, to stretch thinking, and to merge the ideas of different team members into a shared view. The drawing itself is helpful to zoom in (and out) on specific parts of the full picture and explore them further. See also the section on The Importance of Visualisation. 
  • Picture the desired change as concretely as possible: Who are the people the desired change should benefit: for whom will the situation have changed positively, and in what way? 
  • Be specific (gender, age, ethnicity, etc.): Will the change work out differently for different categories of people? In what way? Why?
  • How do women benefit from this change and is it significant for them? 
  • What will have changed? Think of: attitudes, capabilities, behaviour, relationships, institutions, policies, norms, values, etc. (e.g. using the Four Dimensions of Change). Describe the desired change as a change statement, specifying changes for specific groups of people, women and men. 

Step 3: Analyse the current situation

Analyse the current situation, making use of your country context analysis if available, identifying the important actors and stakeholders and the existing power dynamics.

Step 4: Identify domains of change

Based on the analysis of the current situation, identify broad areas or domains where change is needed in order to achieve the desired change.

Step 5: Identify domains of change

With the help of the questions provided under step 5, define priority change areas where your organisation, with partners and allies, can strategically influence and can realistically make a difference.

Step 6: Map change pathways

Based on the guidance provided under step 6, develop 1 pathway of change.

Step 7: Define the MEL (Monitoring, Evaluation and Learning)

Choose one pathway of change and elaborate a simplified PMEL framework, based on the examples given under Step 7. Include the intended outcome, output/activities, how you intend to carry out your monitoring, evaluation and learning activities.

Step 8: Use and adaptation of ToC

To understand how a ToC is being used and adapted over time:

  • Look at the evolution of the Love Matters and Citizens Voice programmes: Inclusive Governance (Citizens Voice) and SRHR (Love Matters).
  • Investigate the current ToC of Citizens Voice and Love Matters. Can you see the obvious differences? 
  • Can you relate the differences to the latest RNW Media Theory of Change?