This report identifies the issues that policymaker stakeholders expected In Work Support (IWS) to address and the ‘outputs’ and ‘outcomes’ that stakeholders hoped would result from IWS’ activities.

It describes IWS’ participants, the programme’s activities and staff resources. It explores how stakeholders expected IWS to bring about change through the anticipated causal links between the participants, levers and resources, the outputs and outcomes. The Theory of Change also examines the ‘assumptions’ and ‘key principles’ that underpin IWS, citing earlier research and programmes that informed IWS’ design.


Evaluation of In Work Support Operation: theory of change
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Sophie Nickson

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