The importance of theorizing social change in sport-for-development: a case study of magic bus in London

For sport for development (SFD) practitioners, a theory of change document is a critical first step to map how program inputs yield the desired program outcomes. Yet, in our experience, this document is rarely created in practice. Accordingly, this study makes use of the case study of an award winning SFD charity who expanded their operations from India to London to illustrate the implications resulting from failing to create a theory of change. A mixed methods, quasi-experimental approach was utilized to understand program mechanisms, program processes, and how these influenced the participant experience. The quantitative analyses yielded no significant effects. Triangulating the qualitative data revealed that personal, social, health, and economic (PSHE) education was a competing product to the program. The limited effects are attributed to a failure to identify and attempt to assuage a local social problem. Additionally, alignment with stakeholder expectations, program context, and legal requirements were also derailing. A discussion of the results, implications, and recommendations for establishing and implementing a theory of change are provided