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| Contribution Analysis× | Theory of Change Evaluation× | |
|---|---|---|
| Dziedzina | Public Policy | Public Policy |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 2001 | 1995 |
| Twórca≠ | John Mayne | Carol Weiss; Connell & Kubisch; Funnell & Rogers |
| Typ≠ | Theory-based approach to causal inference about contribution | Theory-based program evaluation framework |
| Źródło pierwotne≠ | Mayne, J. (2012). Contribution analysis: Coming of age? Evaluation, 18(3), 270–280. DOI ↗ | 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 |
| Inne nazwy≠ | Mayne's Contribution Analysis, Contribution Story Analysis, Theory-Based Contribution Analysis | Theory-Based Evaluation, ToC Evaluation, Theory-of-Change Approach, Outcomes Pathway Evaluation |
| Pokrewne | 3 | 3 |
| Podsumowanie≠ | Contribution analysis is a theory-based evaluation approach that addresses the attribution problem — establishing whether and how an intervention made a difference — without relying on an experimental counterfactual. Developed by John Mayne from 2001 onward, it works by articulating the program's theory of change, gathering evidence along that chain, and then assembling a 'contribution story' that is progressively stress-tested against rival explanations. The aim is not statistical attribution but a credible, evidence-based conclusion that the program plausibly contributed to observed results, in the face of other influencing factors. | 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. |
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