ScalingSVPMelbourne’sImpact—
UsingtheTheoryofChange
MarkJankelson Chair,SVPMelbourne
DavidGreen
Partner,SVPMelbourne
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Aboutthispresenta<on
Mark
•  Welcome
•  Presenta<onra<onaleand
objec<ves
David
•  Theoryofchangebasics:key
concepts,defini<onsand
programlogicmapping
•  Managingtooutcomes
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Mark
•  Casestudy—aninvestee’s
theoryofchangejourney
–  Reviewoldprogramlogic
–  Theoryofchangeandstrategy
workshops
–  Developnewprogramlogic
–  Resultstodate
Mark,David
•  Groupdiscussion—
opportuni<esforengaging
investees
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
David
Theoryofchangebasics
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Theoryofchange—anintroduc<on
SituaFon
AcFviFes
Goal
Outcomes
ThePowerofPeopleAgainstPoverty
OxfamAustraliaStrategicPlan2014–2019
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Theoryofchange—adefini<on
Simply,atheoryofchangeisan
explana<onofthecausal
rela<onshipsbetweenthe
outcomesofac<vi<esbeing
performedandthedesired
change
•  Thefocusisontheoutcomes
ofac<vi<es,nottheoutputs
•  Outcomescanbemeasured
•  Rela<onshipsbetween
outcomesaremappedusing
ahierarchydiagram
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Outcomesmap—sample
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Programlogic
Theoryof
change
Situa<on
Inputs
Measure:
Inputs(e.g.
resources)
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Ac<vi<es
Outcomes
Measure:
Outputs
Measure:
Short-,medium-
andlong-term
outcomes
Goals
Impact
Measure:
Overalllongtermeffectsof
alloutcomes
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Mappingprogramlogic
•  Createatablelis<ngoutcomesandgoals,thenaddacFviFes
AcFviFes
Outcomes
Goals
Ac<vityA1
OutcomeO1
Ac<vityA2
Ac<vityA3
GoalG1
Ac<vityA4
OutcomeO2
Ac<vityA5
Ac<vityA6
OutcomeO3
GoalG2
Ac<vityA7
OutcomeO4
GoalG3
•  Addmeasuresforoutcomesandforac<vityoutputsasthemap
evolves;addac<vityinputsandinputmeasuresasnecessary
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
David
Managingtooutcomes
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Managingtooutcomes
Managingtooutcomes:what,whyandhow?,Social
VenturesAustralia,viewed2March2017,
h_p://www.socialventures.com.au/sva-quarterly/managingto-outcomes-what-why-and-how/.
•  Keyreasonsformanagingtooutcomesinclude:
– 
– 
– 
– 
improvingthelivesofbeneficiaries
findingnewwaysofaddressingchallengingproblems
sustainingorgrowingfunding
stayingcompe<<veandrelevant,andtofacilitatepartneringfor
greaterimpact
•  Managingtooutcomesmeansthatorganisa<onshavethe
rightinforma<ontomakebe_erdecisionstoimprove
programdeliveryina<melymanner
•  Measuringthethingsthatma_ermostisonlypartofthe
story;realchangecomesthroughbuildingaculturethat
understandshowtousethisdatatomanagetooutcomes
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Mark
Casestudy—aninvestee’stheory
ofchangejourney
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Mark,David
Groupdiscussion—engaging
investees
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
Opportuni<esforengaginginvestees
•  Assessingandonboardingnewinvestees
– 
– 
– 
– 
InvestmentCommi_ee:Whatorganisa<onsfitbest?
Condi<onsforsuccess:WhatEDswillproducethebestresults?
StrengthenonboardingprocessandSVPMelbourne’sleadpartnerrole
Iden<fyfocusareasforincreasingimpact
•  Evalua<ngcurrentprogramlogictoiden<fyimprovement
opportuni<es
•  Strategicplanning
•  Planning,developingandimplemen<ngnewchange
ini<a<ves
•  Improvingstakeholdercommunica<onse.g.Boardmembers,
fundersandinvestors,corporatepartners,supporters
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
SupporFnginformaFon
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ScalingSVPMelbourne’sImpact
—UsingtheTheoryofChange
SVPBoston’sfourkeyques<ons
1. 
2. 
3. 
4. 
Whoarewetryingtocreateanimpactfor?
Whatimpactarewetryingtocreate?
Howarewegoingtocreatethatimpact?
Howwillwemeasurewhetherwe’vebeensuccessful?
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