Theory of Change
The Hunger Project believes that communities are self-sustainable when they are organized, when individuals take responsibility for their own development, when women are equal participants in political, economic and social activities, and when local governments are accountable. Our M&E system uses an analytic framework based on our Theory of Change to track indicators The Hunger Project has identified as causal pathways that lead to change and improved livelihoods in the communities where we work. A Theory of Change describes the types of interventions (a single program or a comprehensive community initiative) that bring about the outcomes depicted in a pathway of a change map. Each outcome in the pathway of change is tied to an intervention, revealing the often complex web of activity that is required to bring about change. The Hunger Project ‘s Theory of Change is rooted in three main pillars: mobilizing people at the grassroots level, partnering with local governments and empowering women.
AFRICA: THE EPICENTER STRATEGY & SELF-RELIANCE
The Hunger Project’s unique Epicenter Strategy is the field complement to its Theory of Change in Africa. The Epicenter Strategy defines an epicenter as “a dynamic center where communities are mobilized for action to meet basic needs.” The Hunger Project sees its comparative advantage as its experience and success as a capacity-building organization; accordingly, it seeks to measure its ability to train, mobilize and develop the capacity of epicenter populations to become successful agents of their own development. The Hunger Project believes that its strategy, when implemented fully over the appropriate amount of time with sufficient funding and staff oversight, leads to epicenter self-reliance. Rather, The Hunger Project conceives self-reliance to be a threshold at which communities are sufficiently mobilized to become successful agents of their own development.