1. Theory of Change provides a common framework for planning, evaluation, and strategic thinking by making explicit the assumptions about how and why a group's actions will lead to desired changes. 2. It involves stating a clear aim, mapping activities and outcomes using "so that" chains, and understanding how social change happens to achieve the campaign aim. 3. Using a Theory of Change allows setting a testable hypothesis for how change will occur, defining measurable benchmarks for assessing progress, and having agreement on what defines success.

1. Theory of ChangeLearning from the United StatesNCVO Campaigns Conference Brian Lamb

2. The Issue Contrary to Marx’s famous critique that philosophers have only sought to interpret the world not to change it – campaigners have too often sought to change the world without first interpreting it.

3. What is Theory of Change “A theory of change lays out what specific changes the group wants to see in the world, and how and why a group expects its actions to lead to those changes.”

5. Builds the capacity of organisations to think more strategically about their goals

6. Makes implicit assumptions explicit and therefore easier to test and modify in the light of experience

7. Builds from the actual strategies and activities that campaigners undertake but gives a clear framework to integrate thinking about these

8. Keeps focus on the final goal to be achieved and clarity about steps along the way

15. Advantages for Evaluation Being able to set a clear and testable hypothesis about how change will occur that allows accountability for results, but also increases credibly because the change was predicted to occur in a certain way The ability to articulate a Theory of Change about how and why the activities of a given campaign will lead to the end result the campaign is trying to achieve Using a ‘Theory of Change’ as a framework to define measurable benchmarks and indicators e.g. the number of supporter actions achieved, changes in legislation or funding – for assessing both progress towards a desired policy change and building organisational capacity for campaigning in general An agreement among stakeholders about what defines success and what it takes to get there The ability to test the assumptions about what political, social and economic factors could influence the outcome of the change being sought, and to find any gaps in the stages of the process, necessary to achieve the change being attempted An agreed basis for reports to funders, policymakers and boards that will remain consistent over time