This paper captures lessons from recent experiences on using ‘theories of change’ amongst organisations involved in the research–policy interface. The literature in this area highlights much of the complexity inherent in the policymaking process, as well as the challenges around finding meaningful ways to measure research uptake. As a tool, ‘theories of change’ offers much, but the paper argues that the very complexity and dynamism of the research-to-policy process means that any theory of change will be inadequate in this context.

The study evaluates the Department for International Development’s partnership with the World Health Organisation. It provides an assessment of both the relevance and appropriateness of the partnership and of the efficiency and effectiveness of DFID’s activities under the partnership. The study discusses the concept of partnership creating baselines for future monitoring and evaluation. The report is structured around the five evaluation criteria of relevance, appropriateness, unity, efficiency, and effectiveness.