The Theory of Change presented below is a visual diagram that demonstrates how the RSH programme will contribute to a series of changes at four distinct levels through its work at the country and global levels.

Please click through and listen to the interactive Theory of Change. You can read a script of the voice beneath the model.

 

Script of the voice over

The Theory of Change explains how we see change happening in our programme and guides us in designing our activities.

A Theory of Thange is a way for organisations to articulate the long-term change they envision, what needs to change and why. It can be used for strategic planning, monitoring, evaluation and learning.

It is usually expressed as a diagram showing the causal pathways of change (for example inputs – interventions – outputs – outcomes – impacts), with an accompanying narrative.

The RSH Theory of Change outlines change at four distinct levels: impact, outcomes, intermediate outcomes and outputs. We will take you through those in turn.

On this page you see some of the core elements of our Theory of Change. Our values are set out here on the left. The problem we are seeking to address – and which underpins our programme – is at the bottom. Our impact statement is at the top. In the centre are the three outcomes (dialogue, capacity and evidence). These outcomes all contribute to the impact level change.

The arrows on the diagram illustrate how each of the outcomes support one another to multiply the impact. For example, if you hover over this box, you see that evidence stimulates dialogue while at the same time, dialogue builds evidence.

Our values are listed on the left of the diagram.

The programme has identified a number of values which underpin the work we deliver and guide how we behave and interact with others. These values are integral to the Theory of Change because they influence how the change pathways interact. By respecting these values, we will achieve more meaningful and sustainable impact.

If you hover over the ‘Values’ in the diagram, you’ll see that they are:

  • We strive to Do No Harm
  • We recognise intersectionality and are gender sensitive
  • We are committed to education, reflection and action to address racism and to decolonise our development approaches
  • We value indigenous and local expertise
  • We value contributions from a diverse range of actors
  • We respect non-dominant narratives
  • We respect survivor voices
  • We believe in being responsible and accountable
  • We value mutual listening and learning
  • We value innovation and change

Next is a description of the problems we are addressing through the RSH programme’s intervention. Again, you can view by hovering over the ‘Problems’ in the diagram.

These statements focus on the specific problems which the RSH programme is designed to respond to – not the challenge of SEAH in the aid sector overall. They are:

  • Limited inclusive spaces for shared learning
  • Lack of contextualised resources and expertise
  • A disconnect between requirements for international standards
  • A fragmented and limited evidence base

Both the identification of the problems and the values are central to how we have designed our programme and our intention for delivery.

Now we move on to explore the different levels outlined in the Theory of Change.

The first is the impact level change. This represents the wider changes supported by RSH, which combine with other efforts across the aid sector to bring about longer-term improvements.

We hope that by the end of the programme we will have contributed to accelerated progress towards eliminating Sexual Exploitation, Abuse and Sexual Harassment in the aid sector and restored trust in the international aid sector.

The RSH programme is designed to contribute to three mutually reinforcing outcomes, which are shown here in the centre. Change at this level represents wider change within organisations as well as the wider aid sector. Interdependence between the outcomes is shown by the arrows which flow between them.

The outcomes also identify the primary audience for the programme. We anticipate a number of organisations will find the RSH programme work useful. However, our primary audience is less resourced CSOs, and we are targeting our interventions at these organisations.

By hovering over our ‘Dialogue’ outcome, you see the change that the RSH programme seeks to achieve at this level:

  • Conversation and dialogue among networks of organisations across the aid sector improves shared learning on what works to prevent and respond to SEAH in the aid sector

The arrows which flow to this outcome come from both the evidence and capacity outcomes and illustrate how the three outcomes interact.

Moving along the diagram and hovering over the ‘Capacity’ box reveals this outcome:

  • Lesser-resourced CSOs have increased capacity and motivation to mainstream safeguarding within their organisational system, structures, processes to shift organisational culture

And finally, ‘Evidence’:

  • Regional and global knowledge base strengthened with contextualised evidence and learning on what works to prevent and respond to SEAH in the aid sector

Click ‘Next’ at the top right to continue.

The next level of the Theory of Change explains the intermediate outcomes. At this level the focus is on individuals within organisations benefitting from their direct engagement with RSH.

We have four intermediate outcomes which contribute to the outcomes. You can see how they contribute by following the arrows up to the outcome’s boxes.

So, for example by hovering on the first intermediate outcome:

  • Collaboration and networking among a range of organisations and voices supports learning from work on the ground

Notice that the arrows light up to illustrate how that intermediate outcome contributes to the higher-level outcomes.

You can follow a similar process along the line of intermediate outcomes:           

  • Staff within donor organisations, INGOs and other partners understand the challenges faced by less resourced CSOs in addressing SEAH and know how to support them
  • Staff within less resourced CSOs, including senior leadership, understand what strategies are needed to address SEAH and adapt international standards to their context
  • Safe and ethical evidence and learning, amplifying voices and experiences from hub countries are made accessible

Click ‘Next’ at the top right to continue.

The final level of the Theory of Change is the outputs. This level is the starting point for the delivery of the RSH programme. The programme is accountable for the achievement of the outputs. 

Again, the arrows show how the outputs contribute to the different levels in the Theory of Change. They first link to the intermediate outcomes, then to the outcomes and finally to the impact level.

The output near the bottom of the diagram:

  • Consolidated global and local evidence and learning informs all programme outputs and underpins and informs all of the other four outputs

The other four outputs are:

  • Conversation and knowledge sharing on SEAH take place on the online hub and in-person events
  • Strategic partners and other stakeholders amplify voices and share challenges and lessons from less resourced CSOs
  • Access to safeguarding consultants, training and resources
  • Lessons and evidence gaps identified and shared

Click ‘Next’ at the top right to continue.

You can now see the entire diagram. It illustrates the pathways of change that occur at each level. Hover over any element of this diagram to show the interactions of the various components of the Theory of Change.

You can click on the download button at the top right to access a PDF version of the full Theory of Change model which you can print.

 
 

Safeguarding Essentials