Navigating between Gut Feeling, Donor Demands & Daily Business: A Case Study on Developing a Theory of Change Approach to Measure Social Impact in Sport for Development

Abstract

The field of Sport for Development (SFD) has grown significantly over the past two decades, using sport to achieve various social goals. Despite this growth, evidence to support the claimed social impacts of these programmes remains scarce. As a result, a growing body of literature has called for robust theory- based approaches to better understand the underlying mechanisms of programme success or failure. This study aims to understand the challenges faced by SFD organisations in monitoring and evaluating their programmes, the opportunities offered by a Theory of Change (ToC) approach, and the difficulties in implementing such a theory-based approach in practice. A qualitative single case study approach was used, involving triangulation of different data sources. The results show that M&E activities are strongly influenced by meeting mostly quantitative external demands to secure funding, placing accountability over learning. The findings suggest that ToC approaches can help practitioners to better understand the links between activities and outcomes and encourage critical reflection. However, implementing such an approach is resource-intensive and often conflicts with day-to-day operational demands. Involving different stakeholders in the development of ToCs can increase participation and buy-in, but requires sufficient resources and dedicated staff. The research highlights the importance of bridging the gap between theoretical frameworks and practical applications, suggesting that deeper engagement with practitioners is essential. By addressing these challenges and drawing on practitioners' insights, SFD organisations can develop more effective and context-specific interventions. This study calls for future research to support the implementation of theory-based approaches and to ensure that practitioners' voices are heard.