Marine Theory of Change:
Updated October, 2016
Below in expandable sections is our newly revised marine theory of change. The most significant change in this third iteration is that we have moved away from the seven investment areas meant to serve as programmatic foci and evaluation criteria. Instead we have shifted to five specific tactics to improve marine resource health and management. These represent shared, more proactive priorities with several partners, intended to help Hawaii achieve marine management targets over the next 1-5 years that move our islands towards two results: 1) a substantial increase in the number and percentage of nearshore marine acres in the Main Hawaiian Islands that are effectively managed based on more collaborative science, better management and improved enforcement; and 2) a similarly substantial increase in Hawaii’s capacity for ocean management.
Gone, too, is the large set of performance measures requested of projects. Instead these tactics will be measured by two new performance measures, both of which are anticipated to take up to a year to develop with several partners. Consequently, it is no longer necessary to articulate project ‘fit’ within investment areas. And applicants are no longer required to devise and submit performance measures as they relate to their project scope during the proposal process.
If you have any questions or thoughts about this revised Theory of Change, please contact the Foundation’s Senior Program Officer for Marine Conservation, Eric Co, at email@example.com.Introduction
The third installment of the Foundation’s marine conservation approach is largely a refined version of its preceding version. This version is much more simplified, moving on from a focus on outputs and emphasizing far fewer outcomes measured by two performance measures. However, the base values and assumptions remain the largely the same.
This Marine Theory of Change has three purposes. Firstly, it is a guide, which articulates the value system and overarching philosophy that informs our nearshore marine conservation giving. Secondly, as a strategic plan, it lays out our giving strategies, and the ways in which we intend on achieving them. Lastly, it is a procedural evaluation tool, directly applied for proposal evaluation and grant-making decisions by Foundation staff.