Embedding evaluation into a policy-practice-research partnership using theory of change: case study of Designing London’s Recovery Programme

Experimentalism in transformative policy and practice requires a different form of delivery that emphasises collaboration and learning. The Designing London’s Recovery Programme was a two-year programme that invited innovators to co-create transformative solutions to address local missions for change. It was delivered through a novel partnership between policy, practice and research. As ‘learning partners’ embedded in the programme, the research team led on a developmental and democratic evaluation approach which informed the process of developing, applying and refining a programme level theory of change as a form of embedded practice. Our multi-method approach was informed by participatory action research. A theory of change was developed at the outset of the programme that outlined activities, programme outcomes, transformative outcomes and overarching goals. Then it was applied during delivery, at a programme level, and used as a tool for learning and collective reflection. Insights from the reflection led to its refinement. The theory of change was used to convene people, build consensus and identify shared goals at the outset. By using a ‘transformative frame’ it provoked discussion about wider systems change. The theory of change took on a ‘navigational’ role throughout the programme, however it lacked democratic ownership and as a result wasn’t used to inform decision making about implementation, where other factors were prioritised.