Theory of Change

Gender and social analysis are vital at all stages of the Theory of Change. This includes planning, implementation, monitoring and learning. MDF supports organisations to ensure projects are not gender-blind and consideration is given to groups at various socio-economic levels.

Mainstream social and gender analysis across all steps

When we say power dynamics, we refer to the unequal and imbalanced power dynamics and structures in place within the context of an intervention. The Theory of Change methodology supports co-creation and bringing these power imbalances to the forefront, ensuring that each step in the change pathway aims to empower key actors/stakeholders.

Power dynamics across and between actors should be considered

A Theory of Change is not static and is subject to change based on the needs of the target group. The methodology is adaptable and can be applied regularly to update change pathways based on results and learnings. It is therefore important to adapt theories of change regularly to ensure program relevance and that needs are met.

Adaptation and continuous learning for achieving change vision

Often, we unconsciously use many assumptions when conceptualising behaviour change, and during the planning and implementation of projects. MDF’s approach to ToC supports to find and make these assumptions explicit. These assumptions do not have one quantifiable answer but invite learning and adaptation throughout the implementation.

Identify your assumptions early on and ensure space for learning and reflection

When designing a ToC, preparing the ground for inclusivity is important by involving the right stakeholders and deciding how to integrate the different voices, perspectives and lessons learned. For this, MDF offers a series of tools, such as the Social Gender Matrix and Stakeholder Analysis 2.0

Participation and inclusion are vital