Pacts Theory of Change

1
Pacts Theory of Change

• The Process and the Results to Date
• April 2008 DG and NRM Platform Meetings

2
Strategic Pathway 1

• Deepen impact through technical excellence,
  evaluation, learning and innovation

3
Making Sense of it all

• Pacts 5 year strategic plan identified the need
  to define Pacts Theory of Change to develop a
  clear vision of how all the pieces fit together
  in a cohesive programmatic strategy.

4
Why Theory of Change?

• ToC is a critical process for an institution as
  large, decentralized and diverse as Pacts
• What do our interventions add up to? What goals
  do our collective efforts achieve?
• What are the linkages between our various
  programs, what common objectives and approaches
  holds them together?
• How do we connect what we do, and the results
  that we are responsible for, with what other
  organizations contribute to achieving our overall
  vision?

5
The Theory of Change Process

• May 2007 ME Steering Committee plus the African
  ME Community of Practice representing all Pact
  regions and all sectors develops initial draft
• DG, NRM, and HIV networks review and comment on
  results
• July 2007 Theory of Change workshop involving
  only Headquarters staff
• November 2007 Theory of Change Global meeting to
  develop semi-final draft

6
TOC Vision of Success

• This process produced the following vision
  statement
• Individuals, groups, and communities are
  actively engaged in and have brought about
  sustainable improvement in the quality of their
  lives. Collaborative, effective and accountable
  public and private entities actively promote and
  support community self-determination, access to
  quality services and social and economic justice
• Whats interesting about the vision of success?
• Focus on end impact on the lives of people
• Participants from different sectors developed it
• Its doable and measurable

7
Anatomy and Pact TOC

• Defining preconditions of success
• Sounds nice, but this isn't going to happen
  unless certain conditions are in place first.
• What are the fundamental preconditions that need
  to be in place, without which our vision will not
  be possible?

Vision
8
Anatomy and Pact TOC

• Defining preconditions of success

VISION OF SUCCESS
Individuals, groups, and communities are
actively engaged in and have brought about
sustainable improvement in the quality of their
lives. Collaborative, effective and accountable
public and private entities actively promote and
support community self-determination, access to
quality services and social and economic justice
.
.
III
)
Resources are available
,
managed sustainably
II
) Quality, demand-driven services are delivered
equitably, at scale and in an accountable manner
I
)
The social and policy environment is Conducive
to change
and distributed equitably for community social
Development, taking into account their needs
and aspirations

• If we remove one, is our vision still viable?

9
Anatomy and Pact TOC

• Defining preconditions of successlower levels
• Each primary precondition is also a legged stool

10
Next Steps on TOC

• Get feedback on draft narrative from ME Steering
  Committee
• Involve platform networks to ensure TOC resonates
  with each sector
• Get feedback from Pact country offices
• Revise as necessary

11
How will we use the TOCresults?

• Guide our go no-go process for new business
  development
• Show donors the logic behind our strategies
• Help country offices develop integrated
  strategies that move Pact closer to vision of
  success
• Guide decisions regarding partnering we cant
  do it all alone we need to work in harmony with
  other specialized actors
• Guide our ME efforts, particularly to identify
  the most relevant impact indicators to track and
  how best to use our limited ME resources to test
  some of our assumptions
• Guide our investments in building staff capacity
  and in developing tools, curricula, and other
  materials.