Theory of Change
Development Practice
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Case Studies
Emiljanowicz, P. & Ibhawoh, B. (2017). Tradition, coalition building, and biological community protocols in land conflict disputes: The case of Tanchara, Ghana .
Mathie, A., Alma, E., Lee, N., Peters, B., & von Lieres, B. (2017). Pathways towards political and economic agency: A synthesis of findings from five scoping studies . (Innovations series no. 6). Antigonish, NS: Coady International Institute. (606K pdf)
Pearson, L. & Crabtree, C. (2014). Case study 2: Enhancing resilience through cash transfers: Equity Bank and the Hunger Safety Net Programme in Northern Kenya. In Best practice case studies on private sector engagement in DRR: Undertaken as part of the FOREWARN Initiative (pp. 6-7). London: King's College London. (2.38 Mb pdf)
UN Women. (2013). Gender mainstreaming strategy in the Pro-Poor Horticulture Value Chain in Upper Egypt (SALASEL) MDG-F Programme .
Explore
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Plan
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Anderson, A. (2005). The community builder's approach to theory of change: A practical guide to theory development . New York: Aspen Institute. (532K pdf)
Hummelbrunner, R. & Jones, H. (2013). A guide for planning and strategy development in the face of complexity . (ODI Background note).
Miller, C. & Haylock, L. (2014). Capturing changes in women's lives: The experiences of Oxfam Canada in applying feminist evaluation principles to monitoring and evaluation practice . Gender and Development, 22 (2), 291-310. (StFX only)
Reisman, J., et al. (2004). Theory of change: A practical tool for action, results and learning . [n.l.]: Organizational Research Services. (370K pdf)
Valters. C. (2014). Theories of change in international development: Communication, learning, or accountability ? (JSRP paper 17). London: Justice and Security Research Programme, International Development Department. (1.29 Mb pdf)
Vogel, I. (2012). Review of the use of 'Theory of Change' in international development: Review report . London: DFID. (8.49 Mb pdf)
Act
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Reflect
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Davies, R. & Dart, J. (2005). The 'Most Significant Change' (MSC) technique: A guide to its use . London: CARE International.
Monitoring and evaluation planning series , published by INTRAC.
Dart, J. (2008, September). Report on outcomes and get everyone involved: The Participatory Performance Story Reporting Technique . Presented at the AES conference, Perth, Australia.
Garbutt, A. (2013). Monitoring and evaluation: A guide for small and diaspora NGOs .
Haugh, K. (2015, November 23). Outcome mapping: Considering complexity, relationships, and context in M&E for social change [Blog post].
Rose, S. (2014). "More of an art than a science": Challenges and solutions in monitoring and evaluating advocacy . (M & E paper no. 8). Oxford, UK: INTRAC.
Swaans, K., et al. (2013). A monitoring and evaluation framework to assess the performance of innovation platforms in the context of livestock value chains . (Discussion paper no. 24). Nairobi: International Livestock Research Institute. (2.75 Mb pdf)
References
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In-Depth
Gardner, A., Greenblott, K., & Joubert, E. (2005). What we know about exit strategies: Practical guidance for developing exit strategies in the field: a product of the C-SAFE Regional Learning Spaces Initiative .
Gender at Work. (2017). Gender at Work framework .
Hartmann, A. & Linn, J. F. (2007). Scaling up: A path to effective development . Washington, DC: IFPRI. (112K pdf)
Kloosterman, J., with Safier, C. (2014). Transformative leadership for women's rights: An Oxfam guide: understanding how leadership can create sustainable change the promotes women's rights and gender equality . Oxford: Oxfam.
Lewis, S. (2016). Developing a timeline for exit strategies: Experiences from an Action Learning Set with the British Red Cross, EveryChild, Oxfam GB, Sightsavers and WWF-UK . [n.l.]: INTRAC. (2.38 Mb pdf)
Lewis, S., et al. (2017). What's it like to be on the receiving end of exit? A partner and country office view . London: Bond. (935K pdf)
Management Systems International. (2012). Scaling up: From vision to large-scale change: a management framework for practitioners . 2nd ed. Washington, DC: Management Systems International. (2.36 Mb pdf)