Theory of Change. Broadly, Pro Public believes that peace comes through the transformative change of a xxxxxxxx xxxx of individuals, their attitudes, behaviors, skills. That's how the project will teach carefully
Theory of Change. 59. The theory of change underlying this outcome is that effective climate adaptation and mitigation measures and a more rational use of scarce natural resources will buttress increased resilience and shift toward sustainable consumption and production and ‘greening’ of the economy.
Theory of Change. 68. The theory of change underlying this outcome is that increased, and more efficient health and social protection system spending and performance will result in higher quality and inclusive services for all people in Turkmenistan, particularly for vulnerable groups in rural areas.
Theory of Change. 76. The theory of change underlying this outcome is that improved performance of the education and skilling system, with stronger links to labour market needs, will contribute to more people, especially children, young people, women, and vulnerable groups, getting the knowledge and skills they need for rewarding employment and greater opportunities in a diversifying Turkmen economy.
Theory of Change. SSP’s theory of change holds that the school is the unit of change. SSP’s strategy to improve the quality of education is rooted in the idea that school improvement should be approached holistically, focusing on both the academic and personal needs of the child. Child-friendly schools that are welcoming to all school community members support the quality of 1 UNICEF: xxxx://xxx.xxxxxx.xxx/oPt/education.html education and success of their students. As a result, SSP will engage the agents of change in the whole school community—-students, teachers, principals, parents, and stakeholders from local communities and the MoEHE—in school-based improvement activities that promote shared leadership and include professional development, co- and extracurricular activities, counseling support, physical capacity building and school improvement planning. SSP believes that schools that engage in holistic approaches to reform, on the whole, see more improvement than schools that focus on isolated improvement activities; in short, the whole is greater than the sum of the parts. Therefore, the primary research question for SSP is: To what extent has a holistic approach to education development improved the quality of education in SSP schools? Organization of the SSP Performance Management System The organization of SSP’s performance management system is intended to support the development of a results-based M&E system that informs school improvement for the public schools in the West Bank. The SSP performance management system is coordinated by SSP’s M&E Department. The department managers for each of SSP’s program components—Professional Development, Parent and Community Engagement, Co- and Extracurricular Activities, and School Physical Capacity Building—participate in collecting data relevant to the components they manage, and department managers in turn coordinate with their primary counterparts at the MoEHE to contribute to data analysis and reporting. Throughout the life of program, SSP’s partners and stakeholders will receive periodic feedback from SSP’s M&E Department regarding progress toward targets. Gender Strategy SSP has integrated gender considerations into its implementation, and this integration is reflected in the project's M&E activities. The program has identified three areas relevant to SSP in which gender gaps exist within the context of schools in the West Bank. These three areas are: 1) boys' academic achievement; 2) parent council representation; and ...
Theory of Change. 51. Given the number, complexity and inter-relatedness of the barriers to the adaptation solution, the project adopts a holistic approach to empower vulnerable smallholder farmers to manage evolving climate risks threatening their water security and agricultural production. Through coordinated investments in enhanced water access and climate-resilient water resource management; diversified, climate-resilient agricultural production; and climate information for risk-informed agricultural planning, the project increases the resilience of smallholder livelihoods. These are transformed beyond subsistence and sustained and scaled through the paradigm-shifting approach of linking smallholders with value-chain actors, markets, and financial intermediaries. The project will: • build the capacities of smallholder farmers, particularly women, to enhance agricultural resiliency and productivity by managing rainwater and soil moisture efficiently and reducing or potentially eliminating water stress during dry spells of limited duration; • train rain-fed farmers to manage soil, water and biomass to maximize water availability through in-field or off-site water harvesting and to enhance productivity of water through the use of water-efficient technologies; • extend smallholder knowledge through organized farmer-to-farmer exchanges.
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Theory of Change. When adequate dialogue facilitation and mediation services are provided by mixed dialogue teams in the communities, and the communities make use of these services, violence will be prevented and/or reduced, reconciliation promoted, and the integration of ex-combatants expedited. This will lead increased peace and social harmony in the communities". selected individuals in how to deal with conflicts in constructive ways and how to facilitate understanding between different groups. Inputs Activities Outputs Outcome Budget Human Resources 16 communities of 12 districts Capacity building training (basic, advanced, refresher and para-psychosocial) Establishment of Peace library/mediation centre in 16 communities Convene social dialogue meetings and mediation services Peace events Social marketing through radio jingles Formation, orientation and meeting of advisory committees Community Envisioning Workshops National level workshop Publication and dissemination At output level, through people-to-people approach program will bring together ex-combatants and host communities, conflict victims, Local Peace Committee members, women, community mediators, as well as marginalized groups including Dalits, Muslims, and Janajatis. By training ex-combatants and host community members in dialogue facilitation and mediation and by supporting them in initiating and facilitating social dialogue between different social groups in their communities, this project aims to prevent/ reduce violence, promote reconciliation, and expedite the social integration of ex-combatants in the communities they are presently residing. Dialogue facilitators are capacitated Increased social harmony and peace in 16 communities absorbing ex- combatants to deliver dialogue, mediation, and para-psychosocial services. Dialogue/mediation centers and advisory committees are operational and linked with local government bodies and key institutions. The communities are aware and making use of, the services. The government and other stakeholders are aware of work of dialogue facilitators in country and status of ex-combatants integration
Theory of Change. Please report on any work yet to be mentioned which you have undertaken in relation to a Theory of Change for your programme. You are not expected to do such work as part of preparing this report. Research methods Challenges and lessons learnt You may wish to say more on how you are tackling challenges; and/or to describe issues or emerging challenges which you foresee and how you plan to mitigate these. Other or supplementary information If you have not found space for something of importance, please add this here. This final sub-section may also be used for sensitive material which you prefer not to include in the main sections of the report. Please identify clearly any material here or elsewhere which you wish us to treat as confidential. We shall do our best to honour this request but please note that we cannot guarantee that these elements of the report would not be released in any circumstance.
Theory of Change. SITU A TION Sage-grouse habitat across Oregon is threatened by historic and ongoing changes to native plant communities and the impact of increasingly catastrophic wildfires. Native shrubs and grasses have largely been replaced by invasive annual grasses and historical fire suppression has encouraged expan- sion of juniper. The invasive grasses provide inadequate cover for sage-grouse nesting, and are highly flammable, promoting more frequent and more severe wildfire. Both the abundance of invasive grasses and the increased incidence and severity of wildfire prevent the re-establishment and persistence of native plant species. APPRO A CH The results chain (Figure 2) articulates the partnership’s xxxx- xx of change by displaying the relationships between xxxxxx- xxxx, implementation results, and the intermediate ecological results partners predict will occur in response to strategy implementation that will ultimately lead to restoration of the FIPs ecological priorities. Numbered results identified in Figure 2 are those the partner- ship has highlighted as part of a monitoring approach. They will allow the partnership to measure progress in both the near (e.g. 6-year FIP timeframe) and long term, and to identify where key uncertainties might exist with regards to confidence of predicted outcomes or relationships between results. Each numbered implementation result is associated with the corresponding objective in the Strategic Action Plan (Tables
