| valign="top" style="text-align:left"|<font size="3" color=#969696>Natural resource management</font>
|width="90%" style="background:#ededed;"|refers to the management of natural resources such as land, water, soil, plants and animals, with a particular focus on how management affects the quality of life for both present and future generations (stewardship). Natural resource management deals with managing the way in which people and natural landscapes interact. It brings together land use planning, water management, biodiversity conservation, and the future sustainability of industries like agriculture, mining, tourism, fisheries and forestry. It recognises that people and their livelihoods rely on the health and productivity of our landscapes, and their actions as stewards of the land play a critical role in maintaining this health and productivity.
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| valign="top" style="text-align:left"|<font size="3" color=#969696>Partner</font>
|width="90%"|[[Image:stakeholders-partners.png|thumb|right|200px|Stakeholders and partners]] A stakeholder with whom we maintain an ongoing working relationship in which risks and benefits are shared, everyone contributes value (not just financial), and there is co-creation. In the Watershed Programme IRC, Akvo, Simavi and Wetlands International are partners as well as the organisations that we will engage with in a contractual relation. In addition, we may work well together with partners with whom we do not have a (financial) formal relationship.
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| valign="top" style="text-align:left"|<font size="3" color=#969696>Outcome</font>
* Theory of Change workshop with local stakeholders facilitated
* Connection with global WASH L&A network established
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| valign="top" style="text-align:left"|<font size="3" color=#969696>Partner</font>
|width="90%"|[[Image:stakeholders-partners.png|thumb|right|200px|Stakeholders and partners]] A stakeholder with whom we maintain an ongoing working relationship in which risks and benefits are shared, everyone contributes value (not just financial), and there is co-creation. In the Watershed Programme IRC, Akvo, Simavi and Wetlands International are partners as well as the organisations that we will engage with in a contractual relation. In addition, we may work well together with partners with whom we do not have a (financial) formal relationship.
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| valign="top" style="text-align:left"|<font size="3" color=#969696>Stakeholders</font>
|width="90%"|is a programme intervention, under which a number of activities are implemented. A strategy is formulated in quite general terms, what falls under the strategy is still flexible. For example: Capacity building of CSO’s for evidence-based L&A.
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| valign="top" style="text-align:left"|<font size="3" color=#969696> Targets</font>|width="90%"|are those stakeholders that we would like to influence to do something differently; to change their policies and practices. Some can become partners.
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| valign="top" style="text-align:left"|<font size="3" color=#969696> Theory of Change</font>|width="90%" style="background:#ededed;"|A theory of change explains why and how we think certain actions will produce desired change in a given context.<br> In their simplest form, Theories of change are expressed in the following form:<br> ''If we do X (action), then we will produce Y (change/shift towards peace, justice, security)''Or ''We believe that by doing X (action) successfully, we will produce Y (movement towards a desired goal)'' It is often helpful and clarifying to extend the statement a bit further by adding at least some of the rationale or logic in a ''because'' phrase. This then produces the formula: ''If we do X..., then Y..., because Z....'' Making a theory of change explicit allows us to reveal our assumptions about how change will happen, how and why our chosen strategy or programme will achieve its outcomes and desired impacts, and why it will function better than others in this context. Revealing these assumptions also helps identify gaps and unmet needs, including additional necessary activities or actors that should be engaged. We may also detect activities that are extraneous, weak or that fail to contribute to achieving the overall goal. Source: Practical Approaches to Theories of Change in Conflict, Security & Justice Programmes, Part I: What they are, different types, how to develop and use them, Peter Woodrow with Nick Oatley, March 2013
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