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Design Theory of Change for Biodiversity Conservation and Poverty Alleviation Projects

Articulating the theory of change for initiatives focusing on biodiversity conservation and poverty alleviation entails identifying drivers of change, assumptions, and outcomes. This theory guides project design, implementation, and evaluation to achieve long-term impact. Assumptions about funding, partnerships, capacity building, and knowledge transfer drive collaborations between experts and developing countries, aiming to reduce biodiversity loss and poverty. The goal is to ensure sustainable conservation efforts and societal well-being.

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Design Theory of Change for Biodiversity Conservation and Poverty Alleviation Projects

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  1. Theory of Change Articulating your project’s design theory

  2. Design Theory? • What is it that you are trying to do? • How will it deliver a change in something and what are your assumptions? • What are the conditions that need to be in place for that change to happen? • How will the change in something address the problems that you have identified?

  3. The results chain Management control diminishes Internal perspective (M) External perspective (E) Activities/ Inputs Outputs Impact Outcome Process Physical & financial resources Processes which turn Inputs into Outputs Operational changes (new skills or abilities, the availability of new products and services). Behavioural or institutional/ changes in response to the outputs Progress towards thematic priorities External factors become more important 3

  4. Programme Logical Hierarchy

  5. Theory of Change (more intermediate steps in the chain)

  6. Make explicit the assumptions and context in the theory • What is the real world context • Sequential process of change reaches impact • The project works within a wider context • What are the assumptions about how the change happens, consider dependencies • Are the directions of change uni- directional • What evidence do you have to support your assumed theory

  7. Example – the Darwin ToC Success Driver: Application decision making remains based on current understanding of best practice conservation and its relationships with poverty alleviation including from the Darwin Initiative programme successes Success Driver: Programme calls are designed to attract high quality projects that can address the issues of biodiversity loss and drivers of Success Driver: Application decisions made using learning and results from Darwin M&E programme that illustrates drivers of success in Darwin projects Assumption: Darwin continues to receive support from Govt Assumption: Well designed projects = well implemented projects Output 1: Good robust applications based on excellent understanding of the drivers of biodiversity loss and mechanisms to drive biodiversity gains are received and funded Sphereof Darwin Initiative's influence Success Driver: M&E contractor distils the lessons learnt on success drivers in Darwin projects and packages into public domain friendly format for stakeholders (i.e. Inc. DEC, Defra, conservation community future applicants) Assumption: Projects can meet eligibility criteria Assumption: Defra can attract world experts to DEC Assumption:DEC have the time and resources to digest results of Assumption: Partnerships demonstrated at appl are true representations Assumption: Brain drain doesn't lead to loss of regional experts Assumption: Conventions remain on same trajectory & with at least same signatories Output 2: Collaborations between the world's experts in biodiversity conservation and poverty support developing countries to build their capacity and to address biodiversity conservation and its linkages with poverty alleviation Developing countrypartners reflected in DEC membership? Developing countries better able to meet their obligations under the three biodiversity conventions (CITES, CBD and CMS). Biodiversity losses show reduced trends in countries targeted by Darwin funding Success Driver: Developing country partners become leaders in their field nationally, regionally and internationally Success Driver: Evidence of improved capacity and resource allocation within national structures Success Driver: Transfer of knowledge and expertise is effected and applied through Darwin Poverty (as a driver of biodiversity losses and gains) shows a reduction in areas targeted by Darwin funding Success Driver: Darwin projects further understanding at national, regional and international level of ways to make progress to achieve the Conventions Success Driver: Results of Darwin projects evidenced in policy (small p and large P) Success Driver: Darwin projects engage with partners to put knowledge into practice to effect Output 3: Activities undertaken contribute to better understanding of ways of addressing drivers of biodiversity loss and & supporting drivers of biodiversity gain. Assumption: Practitioners look to Darwin to inform their practice Assumption: Projects report on +ve and -ve results Positive interactions facilitated through Darwin funded projects? Or Darwin events? World'sbiodiversity is conserved for generations to come Assumption: Drivers of biodiversity loss/gain are addressed not just Output 4: Projects improve the conservation of biodiversity in developing countries by addressing drivers of biodiversity loss &supporting drivers of biodiversity gain. Poverty and all that it entails is no longer a threat to the health and well-being of the World's population Success Driver: Conservation benefits evidenced on a wider scale through interaction with Darwin projects Assumption: Possible to measure change in biod in lifetime of project/programme Success Driver: Darwin projects influence the way in which conventions are implemented/acted on by others (govt, NGOs etc.) Success Driver: Darwin projects boost conservation in locale targeted

  8. Group Exercise • Review Inputs and Impacts – what goes on in the ‘missing middle’? • Are there other necessary steps – what causes what to move from intervention to outcome? • Are there other necessary steps – what causes what to move from outcome to impact? • Think about the ARROWS what are the critical assumptions that need to be considered - • What are the areas of risk and uncertainty?

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