Theory of Change
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
(pp. 6-7). London: King's College London. (2.38 Mb pdf) Best practice case studies on private sector engagement in DRR: Undertaken as part of the FOREWARN Initiative
UN Women. (2013).
Gender mainstreaming strategy in the Pro-Poor Horticulture Value Chain in Upper Egypt (SALASEL) MDG-F Programme.
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)
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)
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. 2 nd ed. Washington, DC: Management Systems International. (2.36 Mb pdf)