La logique que Vantage croit mener au changement — avec les hypothèses sur lesquelles elle repose et les acteurs dont elle dépend rendus visibles.
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Young people's outcomes are interconnected. A health barrier is also an education barrier; a missing essential like safe water undermines schooling, health and livelihoods at once; and vulnerability compounds across every domain at the same time.
Vantage's theory of change is that connected problems need connected interventions. We work across six programme portfolios — health and wellbeing, education and learning, financial capability and economic opportunity, food and basic needs, humanitarian vulnerability and protection, and youth leadership and participation — so that progress in one area is not undone by absence in another.
We seek outcomes we can observe and describe honestly: what was delivered, who was reached, what changed, and where the limits of our evidence lie. Vantage Point, our cross-programme learning platform, exists to connect what each portfolio learns to the others.
The starting conditions Vantage works within — the interconnected barriers young people and their communities face in the places we serve.
The approaches Vantage takes across its six programme portfolios — community-based, shaped by expressed need, and connected rather than isolated.
The nearer-term changes we expect our interventions to contribute to — observable shifts that sit between activity and lasting change.
The durable change Vantage exists to contribute to — held as organizational intent, not claimed as achieved results.
Toute théorie du changement repose sur des choses que ses auteurs ne contrôlent pas. Voici les nôtres — exposées pour que vous puissiez voir où notre logique pourrait se briser.
Our approach assumes communities want, shape and help sustain the interventions aimed at them. The Kasaale borehole's community co-construction is why we hold this assumption explicitly: infrastructure and programmes only outlast the moment of delivery when ownership is shared.
Medical camps and screening only translate into care when local health facilities and professionals can receive referrals. We assume — and depend on — functioning public health systems that we do not control.
Schools host reading circles and mentorship; district authorities connect and maintain water infrastructure; care homes receive and use donations appropriately. Our interventions assume this cooperation continues.
Mentorship, book clubs and leadership activities assume sustained, voluntary youth participation — which depends on the activities remaining relevant and accessible to them.
Vantage is a youth-led organization with limited implementation capacity. Our theory of change assumes we can grow capacity and partnerships faster than needs grow — an assumption we watch rather than take for granted.
Economic conditions, public health infrastructure, education provision and community stability are outside our control. We assume they remain sufficiently stable for community-level interventions to matter — and adapt when they do not.
Vantage ne peut produire ces résultats seule. Voici les personnes et systèmes dont dépend le chemin du changement — la plupart sont des acteurs de l'écosystème, pas des partenaires contractuels.
The participants and co-owners every intervention depends on.
Shape whether participation and learning persist beyond our sessions.
Host sessions and refer participants for mentorship and reading circles.
Referral destinations that turn screening and outreach into care.
Public systems water and community infrastructure must connect to and outlast within.
Care settings where relief and essential-supplies support is directed.
Mobilise, carry out and sustain distribution, facilitation and follow-up.
KikumiKyo, The Cup Foundation, Girl Power USA and S.A.L.V.E. International — relationships documented in our published partner register.
The resourcing on which implementation capacity depends.
Cinq choses distinctes dont Vantage parle dans ses rapports — tenues séparées pour qu'un chiffre de livraison ne soit jamais confondu avec un changement.
La discipline que nous construisons : mettre en œuvre, observer, apprendre, adapter — pour que preuves et expérience changent ce que les programmes font ensuite.
Implement — deliver the intervention with the community it serves.
Observe and record — keep programme-team records of what was delivered and who was reached, labelled with honest evidence status.
Learn — notice what worked, what did not, and what surprised us; record it where it can be inspected.
Adapt — let evidence and learning change how programmes are designed next, rather than repeating what is comfortable.
Notre base de preuves varie selon les programmes. Certains chiffres sont directement enregistrés, d'autres sont des rapports d'équipes de programme, d'autres des estimations, et certaines activités sont encore planifiées plutôt que réalisées. Nous préférons vous montrer les coutures plutôt que les masquer — quand une affirmation est incertaine, son label le dit.
