Project has ended
This project focuses on the development of target group-based theory of change, so that the association would formulate long-term goals in its daily activities and define how to achieve the goals and measure impact on target groups across projects.
The need for development stems from several factors:
- The 2018-2020 strategy has been completed and that needs to be replaced by a longer-term vision, a medium-term strategy and a shorter-term action plan. In 2020, at the annual meeting of Transparency International, the vision of 2030 and the strategy, which is the basis and framework for future documents of TI Estonia were approved. Creating a theory of change is important both as part of the documents being created and as a basis.
- The association is financed mainly through projects, to a lesser extent by membership fees, donations and provision of services. However, project-based funding creates uncertainty and inhibits long-term planning, as activities are based on the priorities of the funders rather than the association itself. Creating a theory of change and clearly formulating long-term goals contributes to more purposeful planning of the association’s own activities, justification of choices, as well as being an effective communication measure for funders and the public. It is based on target group-based mapping of needs, inputs, activities, outputs, results and impact. The theory of change is published on the website of TI Estonia with all the indicators.
The project is a success when:
- The theory of change has been completed, which is part of and provides indicators for the association’s vision, strategy and action plan. The theory of change, which follows the logic of needs-inputs-activities-outputs-results-impact, is published on the website and is used daily by the association’s board and employees.
- Based on the theory of change, the strategic communication of the association has been analyzed and target group-based messages have been established.
- All of the above are used on a daily basis to plan the work of TI Estonia and to make short and long-term choices. In the long run, the impact can be measured through impact indicators, but also according to the diversity of the company’s finances and compliance with the strategy.
The project manager is Carina Paju, the CEO of TI Estonia and Jaan Aps (Stories for Impact) is involved as an external expert.