Theory of Change

Our goal is to improve lives in London’s communities. We do this by helping to create the conditions in which London’s funders can thrive.

Our theory of change shows outcomes – from our work with funders and investors across the public, independent, social and corporate sectors, and from their work supporting civil society. Outcomes build on one another as we move towards change in Londoners’ lives. Therefore, this is also a theory of change for London’s civil society as a whole.

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Practice+
Practice

Outcomes in which funders improve practices

Knowledge

  Knowledge   Knowledge Access to information
  Knowledge   Knowledge Funding needs and current provision
  Knowledge   Knowledge Knowing what works

Collaboration

  Collaboration   Collaboration Finding and forming connections
  Collaboration   Collaboration Trust and safe spaces for discussion

Voice

  Voice   Voice Awareness of others' experiences and concerns
  Voice   Voice Up-to-date on issues and trends
Culture and values+
Culture and values

Outcomes in which funders change the way they think and behave

Knowledge, Learning cycle

  Knowledge   Learning cycle   Knowledge   Learning cycle Better funding decisions and practices
  Knowledge   Learning cycle   Knowledge   Learning cycle Knowledge sharing

Collaboration

  Collaboration   Collaboration Starting to collaborate
  Collaboration   Collaboration Targeted connections and joint initiatives

Voice

  Voice   Voice Joint voice on key issues
  Voice   Voice External voice of individual funder
  Voice   Voice Effective communication of joint voice
Working strategically+
Working strategically

Outcomes in which organisations work strategically

Knowledge

  Knowledge   Knowledge Knowing where, who and how to fund

Collaboration

  Collaboration   Collaboration More efficient and effective resource use

Collaboration, Collaboration cycle

  Collaboration   Collaboration cycle   Collaboration   Collaboration cycle Strategic collaboration for priority issues

Voice, Collaboration cycle

  Voice   Collaboration cycle   Voice   Collaboration cycle Joint voice influences levers of change
System change+
System change

Outcomes where organisations support changes to systems and processes 

Knowledge

  Knowledge   Knowledge Civil society organisations and sector sustainable and resilient

Knowledge, Collaboration

  Knowledge   Collaboration   Knowledge   Collaboration Civil society organisations and sector effective

Collaboration, Voice, Collaboration cycle

  Collaboration   Voice   Collaboration cycle   Collaboration   Voice   Collaboration cycle Continual learning and use of learning to improve
  Collaboration   Voice   Collaboration cycle   Collaboration   Voice   Collaboration cycle Influence on systems to meet needs of Londoners
Our mission+
Our mission

How outcomes help meet our aims

Knowledge, Collaboration

  Knowledge   Collaboration   Knowledge   Collaboration Civil society organisations meet the needs of Londoners

Collaboration, Voice

  Collaboration   Voice   Collaboration   Voice Political and social systems and markets meet the needs of Londoners

Knowledge, Collaboration, Voice

  Knowledge   Collaboration   Voice   Knowledge   Collaboration   Voice Londoners' needs are met

Collaboration is used strategically to identify and respond to priority issues

Our aspiration is that collaboration can also be used strategically to identify and respond to priority issues.

As collaboration becomes part of the culture of organisations and is used more effectively, it is also drawn upon as a means to focus on priority issues. It requires that funders are prepared to collaborate across sector boundaries and with their grantees.

We believe this outcome is part of a ‘collaboration cycle’, enabling other outcomes such as the more effective use of funders’ voice in delivering change.