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39 Step 5: The stakeholders need to meet at agreed project milestone moments such as mid-year progress review or annual participatory review to discuss observed change(s). IFAD (2002) argues that the progression or regression of the indicator or dream need to be properly recorded in order to facilitate discussion and assessment of progress. A frequency distribution of satisfaction in key project areas can be pictorialised using sad, neutral and happy faces and symbols to represent variables such as food, land assets, animal assets, shelter, etc., stacked under each satisfaction rating or face as shown in Figure 3 above. Theory of Change A shared dream should be translated into a theory/model of change. “Having a dream does not actualise the dream, systematic actions do,” hence the need for a theory of change. A theory of change is best developed from shared dreams or imagination of the future so that it resonates with what the project hopes to see and believe can be attained. By asking people about their aspired future and then developing indicators out of their envisioned future we conservatively create theories with practical consideration of how this will lead to change. Defining Theory and Model of Change A theory or model of change describes how and why development initiatives work. To be specific, theory of change (ToC) describes a set of assumptions that explain both min-steps that lead to a long-term goal and connections between these activities and outcomes of an intervention or programme (Anderson, 2004). It can also be seen as a blue-print, road-map and pathway to outcomes or plan of action to achieve desired results. Literature does not describe models of change, rather uses model of change to imply theory of change or uses the two words interchangeably. These two are different. A model of change is an established system or procedure through empirical evidence that leads to desired outcomes and has been set as the best practical example to follow or imitate in other projects or situations. The community-led Focus Box 4: Strength, Weakness, Opportunities and Threats (SWOT) Strengths – things within control of the organization/project that are likely to work well in the project or situation. Things that people and their social capital are able to use to strengthen their empowerment Weakness – things within control organization that are likely to detract the project from obtaining or maintaining outcomes and maximum impact Opportunities - external factors outside control of organization that the project can take advantage of to attain its project outcomes. Used to overcome weakness Threats - external factors outside control of the organization that constrain or threaten the range of opportunities to attain project outcomes