Theory of Change
Relief with controls. Support with evidence.
HSKRC’s proposed model links needs-based humanitarian delivery with governance, partner oversight, safeguarding and public accountability.
ProblemHouseholds may face acute food, winter, education and essential-needs pressures while weak delivery controls increase diversion, exclusion and safeguarding risks.
InputsFunding, governance oversight, screened partners, staff/volunteer time, policies, secure records and complaints channels.
ActivitiesNeeds assessment, eligibility review, procurement, targeted assistance, partner monitoring, reconciliation, safeguarding and reporting.
OutputsApproved projects, verified households reached, assistance delivered, transactions evidenced, risks monitored and reports produced.
Short-term outcomesTimely relevant assistance, traceable project funds and safer access to support.
Medium-term outcomesImproved ability to manage immediate hardship and stronger accountability based on verifiable records.
Long-term contributionMore dignified and accountable humanitarian support with learning improving future projects.
Assumptions
What must remain true.
Safe access, credible needs information, verifiable delivery partners, suitable funding conditions, adequate markets and consistent application of controls are necessary for the model to work.
Security conditions, sanctions or regulatory changes, price volatility, access restrictions and seasonal shocks may materially affect delivery.