قارن الطرق

	Outcome Mapping	Theory of Change Evaluation
المجال	Public Policy	Public Policy
العائلة	Process / pipeline	Process / pipeline
سنة النشأة	2001	1995
صاحب الطريقة	Sarah Earl, Fred Carden & Terry Smutylo (IDRC)	Carol Weiss; Connell & Kubisch; Funnell & Rogers
النوع	Actor-centred planning, monitoring and evaluation approach	Theory-based program evaluation framework
المصدر التأسيسي	Earl, S., Carden, F., & Smutylo, T. (2001). Outcome Mapping: Building Learning and Reflection into Development Programs. Ottawa: International Development Research Centre (IDRC). ISBN: 9780889369597	Weiss, C. H. (1995). Nothing as practical as good theory: Exploring theory-based evaluation for comprehensive community initiatives for children and families. In J. P. Connell, A. C. Kubisch, L. B. Schorr, & C. H. Weiss (Eds.), New Approaches to Evaluating Community Initiatives: Concepts, Methods, and Contexts (pp. 65–92). Washington, DC: The Aspen Institute. ISBN: 9780898431674
الأسماء البديلة	OM, IDRC Outcome Mapping, Behavioural Change Mapping	Theory-Based Evaluation, ToC Evaluation, Theory-of-Change Approach, Outcomes Pathway Evaluation
ذات صلة	4	3
الملخص	Outcome Mapping is a planning, monitoring and evaluation methodology developed by the International Development Research Centre (IDRC) and set out by Sarah Earl, Fred Carden and Terry Smutylo in 2001. It redefines results as changes in the behaviour, relationships, activities and actions of the people and organisations a program works with directly — its 'boundary partners' — rather than as downstream development impacts. By focusing on the behavioural changes a program can plausibly influence, Outcome Mapping addresses the attribution problem head-on and shifts evaluation toward learning and contribution.	Theory of change evaluation is a theory-based approach that evaluates a program against an explicit map of how and why it is expected to produce its intended outcomes. Rooted in Carol Weiss's work on theory-based evaluation and the Aspen Institute's community-initiatives projects of the 1990s, it requires evaluators to articulate the full causal pathway from activities through short- and intermediate-term outcomes to a long-term goal, make the underlying assumptions explicit, and then collect evidence to test whether each link in that chain holds in practice. The theory of change serves simultaneously as a planning tool and as the framework against which the program's progress and plausibility are judged.