Plotting levels of change from short term to long term to identify the different levels of change and steps towards them across a programme.

Why use it? It helps to visualise what change is feasible given the constraints of programme timeframe, budget, scope and scale..

This tool is most useful at all stages of the programme cycle. It can be used together with:

1.1 Understanding the VE challenge

2.2 Articulating change

4.3 Prioritising indicators

4.4 Indicator bank

5.4 Outcome harvesting

Questions to consider
  1. What change is achievable within the timeframe of the programme? In other words, if the project runs for six months, it is unlikely to achieve institutional change (change in systems and structures), which would take longer.
  2. What change is feasible given the inputs and resources of the project (nature and scope of activities, human resources available, budget limitations, etc.)
  3. What change would the project most directly contribute to?
  4. What change is the project team accountable for and what change relies on other stakeholders (such as CSOs or government partners)?
  5. What change is feasible to measure and report on within the project cycle?
Levels of change within a PVE project working in prisons with returned foreign fighters

Linkages between attitude and behavioural change are complex and not linear. Whilst changes in attitudes can lead to changes in behaviour, it is possible to change behaviour without changing deep-seated attitudes or beliefs.