Increasingly, funders are looking for innovative intersectional research that delivers
findings into demonstrable actions. This opens up space for innovative socio-technical
projects that are instrumental, conceptual and capacity building in energy provision for
displaced communities. The following article looks at how, in the case of HEED,
'researching energy differently' generates richer data that encourages co-design and
community engagement to meet the energy needs and aspirations in the displaced
context.
Theory of Change: The case of HEED
In asking 'what makes a sustainable, resilient energy solution for refugees?', HEED sought
out processes that are 'the best that we can explain, put to use and make a difference
with' (Gaura, 2020:n/a). To achieve these aims, HEED, through the following steps,
developed a 'Theory of Change', which allows projects 'not only to do good but, perhaps
more important, to understand how, when, and why the good is being done' (Weiss, 1995:
90).
Strategic development
The Theory of Change as a process is unconventional as it shifts away from 'so-that'
reasoning, which, for example, sees a project begin with an intervention 'so that' action
happens and consequently, 'so that' aims are achieved (Taplin, Clark, Collins, and Colby,
2013:3). Instead, the Theory of Change sees the project start with the long-term goal and
outcomes and using backwards mapping, works through the intermediate and then early-
term aims to identify strategic interventions that can cause the desired change. Once these
shorter-term interventions are identified, the project team becomes granular in detail by
asking to what extent these early interventions are sufficient or sustainable in achieving
the outcome.
For example, in the case of HEED, one long term outcome is co-designing a sustainable,
resilient energy solution for refugees. To achieve this goal, the project was required to be
instrumental in influencing policy, practice and service provision in the delivery of energy to
displaced people. Therefore, mapping backwards early interventions included facilitating
workshops on Design for Displacement (D4D) and Energy for End-users (E4E). These
workshops developed a 'Design for Displacement' protocol that draw upon a broad range
of academics, private energy suppliers, governmental agencies and service users to
collaborate to improve the delivery of services.
Partnership Work
When considering altering a system or influencing a sector, Theory of Change can help
projects identify the gaps that not only help define a role that differs from other actors but
also recognises the project overlaps. In doing so, the Theory of Change can highlight
where a project can influence others in the same field and offer opportunities for
collaboration and co-operation.
In practice, at the start the HEED team identified other key energy projects that had similar
aims and working back looked at how the HEED project could function as a discrete
identity and offer partnerships. The planning of early interventions demonstrating
synergies between SDG 7 and IoT (Internet of Things) resulted in the Renewable Energy
Recommendation Tool (RERT), which draws upon intelligent measurement that recorded
the consumption of energy by displaced communities. Several humanitarian agencies are
now using the RERT to ascertain best practice in providing sustainable, cost-effective and
suitable forms of energy services in the displaced setting.
Measurement and Evaluation
A Theory of Change explicitly articulates the causal pathway that will lead to the end goal.
Known as a 'pathway of change', these pathways identify a set of connected outcomes,
which makes it easier to identify interventions that show whether or not you are making
progress (Taplin et al., 2013:1). Theory of Change can be drawn upon to explain to
funders, partners and those outside the project the added value of the interventions and
indicators of progress. This can be a valuable tool when constructing a narrative on the
logic of your interventions, alongside traditional ways of recording project outcomes , such
as diagrammatic representation, which are central to most theories of change.
Constructing a Shared Understanding of Aims
Stakeholders in any project can have different understandings of the vision of the project
and how it is trying to make a difference. The process of developing a Theory of Change
involves continual discussion to gain a cohesive articulation of the project that can be
shared and understood by both those inside and outside of the project. This process also
allows the project to challenge assumptions that can be barriers to the project. As a result,
researchers involved in the project are better prepared to advocate for improved access to
energy to provide greater opportunities for learning, safer communities and reinforce
socio-economic stability in the displaced
Adopting a Theory of Change caused the HEED team to think creatively about how they
could communicate the aims of the project to the wider community. The conceptualisation
of 'Agency of Change: Human Stories' came through discussions on using social media and
the internet to share findings, along with identifying assumptions made about energy
needs. Using https://edoardosantangelo.com/uploads as an intervention captures the lived experience of refugees and
internally displaced people through visual stories. This assists in achieving the outcome of
understanding context-specific energy needs of those who are displaced, both internally
and across international borders.