Theory of Change
How the practice produces change, stated plainly.
This is the social-impact logic behind the work. It is written so partners, funders and communities can hold the practice to account against it.
The chain
Stage 1
Starting conditions
- fragmented relationships
- limited participation
- unequal authority
- cultural blind spots
- exclusion
- under-resourcing
- weak accountability
- isolated programs
- low trust
- knowledge extraction
Stage 2
Activities
- locate
- map
- listen
- identify patterns
- form hypotheses
- co-design
- test
- build capability
- steward and repair
Stage 3
Outputs
- cultural and stakeholder maps
- evidence synthesis
- findings and hypotheses
- co-designed programs
- partnership frameworks
- cultural safeguards
- governance recommendations
- learning programs
- facilitator development
- implementation plans
- evaluation frameworks
Stage 4
Near-term outcomes
- greater participation
- stronger trust
- clearer authority
- improved relationships
- culturally safer practice
- stronger local capability
- more credible partnerships
- better organisational decisions
- increased access to resources
Stage 5
Long-term impact
- restored dignity
- stronger community authority
- sustainable collective capability
- more adaptive institutions
- improved social cohesion
- reduced cultural harm
- community-led systems change
- relationships that continue beyond a program
- infrastructure through which people can act together
Assumptions the model makes
- Communities already hold significant knowledge, capability and strength.
- Authority must move, not just attention.
- Capability transfer is a design requirement, not a closing activity.
- Cultural practitioners are paid for cultural work.
- Harm will occur, so repair capability must be built in advance.
- Evidence includes lived experience alongside organisational data.